Resilience of business strategy to emergent and future conditions

Quenum, Armand; Thorisson, Heimir; Wu, Desheng Dash; Lambert, James H.

doi:10.1080/13669877.2018.1485172

Cited by 19 publications

(9 citation statements)

References 37 publications

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“…Also, different techniques related to strategic planning in uncertain environments can be deployed. Thus, Quenum, Thorisson, Wu, and Lambert (2019) apply scenario analysis augmented with multicriteria decision analysis to prioritise technology investments, and Ganji, Alimohammadi, and Miles (2019) develop simulation modelling for community resilience planning. In addition, hotels should engage alliances and networks with other tourist agents to cope with disruptive events and also formulate joint planning ( Whipple & Russell, 2007 ).…”

Section: Discussionmentioning

confidence: 99%

Hotels in contexts of uncertainty: Measuring organisational resilience

Melián‐Alzola

Monroy

Hidalgo-Peñate

2020

Tourism Management Perspectives

109

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The tourism industry faces multiple changes (economic crises, climate change, technology innovation…). Because of this vulnerability, as evidenced by the COVID-19 pandemic, the study of hotel resilience is a key issue for the survival and competitiveness of organisations and destinations. Therefore, this paper proposes a holistic model to measure organisational resilience. To that end, it aims to analyse the determinants of organisational resilience, i.e. predictors of resilience (strategy and change), and to assess how they contribute to hotel resilience and performance. Firstly, the hotel context in the Canary Islands is examined to identify the level of impact, frequency and predictability of each type of change. Secondly, scales development and validation were conducted. Finally, the proposed model is validated. Findings confirm that the strategy and change dimensions have a considerable effect on hotel resilience, which positively influences hotel performance. Discussion provides hotel managers with guidelines to improve organisational resilience and performance.

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Section: Discussionmentioning

confidence: 99%

Hotels in contexts of uncertainty: Measuring organisational resilience

Melián‐Alzola

Monroy

Hidalgo-Peñate

2020

Tourism Management Perspectives

109

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“…Morals are personal beliefs and judgments on what is right or wrong, good or bad(Andavar & Ali, 2020). They may be a set of moral values or levels that are not accepted by a particular society, and any individual or group behavior that is incompatible with them is unethical(Quenum et al 2019). Another study found that the ethical relationships of people in a particular profession,…”

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confidence: 99%

Business strategy: The influence of Strategic Competitiveness on competitive advantage

Ali¹,

Anwar²

2021

EEC

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The study's aim was to look into the different aspects of strategic competitiveness and how they affect competitive advantage in the private sector in Iraq's Kurdistan region. The researchers used four Strategic Competitiveness dimensions to assess the current analysis (Competitive strategies, innovation culture, managerial ethics, and Innovative Ideas). In order to interpret the current analysis, a quantitative methodology was used. The technique or process that the researcher is willing to accept in selecting objects for the sample is referred to as sample design. The research sample was chosen using a random sampling method and was carried out in various banks. A total of 125 questionnaires were distributed, but only 112 participants completed them correctly. Competitive strategies as a Strategic Competitiveness dimension has an important and positive impact on competitive advantage at a 5% level, according to the findings. The findings indicate that the Strategic Competitiveness dimension of Skills & Competencies has an important and positive impact on competitive advantage at a 5% stage. The findings show that entrepreneurial thought has an important and positive impact on the Strategic Competitiveness dimension, with a competitive advantage of 5%. The findings indicate that the Strategic Competitiveness dimension of Innovative Ideas has an important and positive impact on competitive advantage at a 5% stage. Furthermore, all beta values are greater than.001. The modified R2 for all models is quite large (0.693, 0.621, 0.712, and 0.763, respectively), meaning that the models' ability to explain variance in competitive advantage due to variation in independent variables is quite good. The F-value indicates that the explanatory variables in the model are jointly statistically important, and the Durbin-Watson (DW) statistics indicate that the models have autocorrelation.

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“…Some authors have identified generic criteria sets (see, e.g., Quenum et al. (2019) for system acquisition success criteria). Similarly, a set of system requirements must be identified.…”

Section: Methodsmentioning

confidence: 99%

“…Recent experience with the COVID‐19 pandemic shows how easily “business as usual” forecasts can radically change, necessitating an approach that is adaptive to emergent and future conditions. With the above context, this article describes a method for analyzing system requirements for acquisition of a tool asset management system under uncertain and evolving conditions, enabling system owners and operators to identify disruptive conditions on the asset management system acquisition process, consistent with a “learn‐as‐you‐go” system acquisition process (Horowitz & Lambert, 2006; Quenum et al., 2019). The remainder of the article is organized as follows.…”

Section: Introductionmentioning

confidence: 99%

Enterprise risk management for automation in correctional facilities with pandemic and other stressors

et al. 2022

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Real-time tracking of tool and equipment inventories is a critical function of many organizations and sectors. For prisons and correctional facilities, tracking and monitoring of assets such as cookware, hardware, keys, janitorial equipment, vocational/technical specialty tools, etc., is essential for safety, security, trust, efficiency, education, etc. The performance of automated systems for this purpose can be diminished by a variety of emergent and future sociotechnical factors alone and in combination. This article introduces a methodology for contractor evaluation and selection in acquisition of innovative asset management systems, with an emphasis on evolving system requirements under uncertainty. The methodology features a scenariobased preferences analysis of emergent and future conditions that are disruptive to the performance of the asset-control system. The conditions are across technologies, operating environments, regulations, workforce behaviors, offender behaviors, prices and markets, organizations, cyber threats, etc. The methodology addresses the influence and interaction of the conditions to disrupt system priorities. Examples include: (i) infectious disease disrupting priorities among requirements and (ii) radio-frequency identification (RFID) and wireless-technology innovations disrupting priorities among stakeholders. The combinations of conditions that most and least matter for the system acquisition are characterized. The methodology constitutes a risk register for monitoring sources of risk to project performance, schedule, and cost throughout the system lifecycle. The results will be of interest to both practitioners and scholars engaged in systems acquisition as the pandemic interacts with other factors to affect risk, uncertainty, and resilience of organizational missions and operations.

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Resilience of business strategy to emergent and future conditions

Cited by 19 publications

References 37 publications

Hotels in contexts of uncertainty: Measuring organisational resilience

Hotels in contexts of uncertainty: Measuring organisational resilience

Business strategy: The influence of Strategic Competitiveness on competitive advantage

Enterprise risk management for automation in correctional facilities with pandemic and other stressors

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