Strategic Change and Decision Making in an Emerging Nation: An Exploratory Assessment of Iranian Manufacturing Firms

Zamani, Somayeh; Parnell, John A.; Labbaf, Hassan; O’Regan, Nicholas

doi:10.1002/jsc.1945

Cited by 17 publications

(36 citation statements)

References 81 publications

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“…Context Process Studies of strategic decisions in emerging markets have identified significant, and institutionally related, differences in their type compared to those undertaken in developed economies (Taslak, 2004;Elbanna and Child, 2007a;Zamani et al, 2013). The overarching aim of this research is to investigate the extent to which strategic decision implementation in Jordan is also influenced by these political and economic institutional differences.…”

Section: Contentmentioning

confidence: 99%

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Strategic decision implementation in an emerging market

Anchor

Aldehayyat

2016

Management Decision

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Purpose The paper investigates the extent to which the institutional context impacts on strategic decision implementation in an emerging market. Previous studies of strategic decision making in emerging markets have not examined decision implementation. Given the changes in the world economy during the past decade, and in particular the growing importance of emerging market multinationals, this is an increasingly salient issue. Design/methodology/approach Questionnaires were delivered to general managers in all Jordanian publicly quoted industrial firms. A 53.7% response rate was achieved. The structure of the questionnaire built on earlier studies in developed markets and, in particular, Alexander’s (1985) seminal study. Findings The strategic decision implementation problems which are found in Jordan are similar to those found in developed economies. However, external shocks are a more important influence on strategic decision implementation that has been found to be the case in developed economies. The success of companies in the emerging market of Jordan is associated with the frequency and extent of their experience of strategic decision implementation problems. Formal strategic planning helps Jordanian firms to deal with these problems more effectively. Research limitations/implications It was difficult to explore some of the “why” questions related to the implementation of strategic decisions in the sampled firms since most respondents agreed to complete the questionnaire but not to be interviewed. Single, rather than multiple, respondents participated in the research. A larger sample size would be desirable, although the results are statistically robust. Practical implications The results will help managers to make and implement strategic decisions, both in the context of market entry and market maintenance, in the Middle East and in other emerging markets. Originality/value Context (institutional) factors are found to be less influential in the case of decision implementation than strategic decision making itself. This is the first study of the problems associated with the implementation of strategic decisions in Jordanian firms and one of the first in any emerging market.

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Section: Contentmentioning

confidence: 99%

“…It has also drawn attention to the context-specific nature of strategic management (Xu and Meyer, 2013). Strategic decision making in an emerging market context (Iran) has been studied (Zamani et al, 2013).…”

Section: Introductionmentioning

confidence: 99%

Strategic decision implementation in an emerging market

Anchor

Aldehayyat

2016

Management Decision

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“…Business strategy typologies are a kind of frameworks which identify multiple business strategies available to a business (Anwar et al, 2016). Typologies provide a theoretical basis to identify different strategic groups across industries (Parnell, 2011;Zamani et al, 2013). The typologies developed by Miles and Snow (1978) and Porter (1980) received much scholarly attention and remained among the most widely cited and tested models.…”

Section: Business Strategy Typologiesmentioning

confidence: 99%

The Effect of Strategic Flexibility on Strategy-Performance Nexus: A Conceptual Model

Liyanage¹,

Weerasinghe

2018

Kelaniya J Manage

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Many of the business strategies adopted by organizations fail as a result of inflexibility of such strategies in responding to market dynamics. Although there is a considerable number of research to indicate that the strategic clarity has a strong positive association with firm performance, there remains little theoretical and empirical evidence to explain the effect of strategic flexibility on firm performance. Hence, this concept paper draws on the Porter's typology and the Miles and Snow's typology to analyze how the strategic flexibility moderates the association between strategic clarity and firm performance. The paper concludes with a conceptual model that enables the testing of the discrete effect of strategic flexibility on firm performance which in turn will add insights to the said models in the study.

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“…product leadership, and customer intimacy. According to Parnell (2011) and Zamani et al (2013), business strategy typologies are frameworks that identify multiple competitive strategies available to business units. Typologies are developed and used as a theoretical basis for identifying strategic groups across industries.…”

Section: Introductionmentioning

confidence: 99%

Business strategy and firm performance: a multi-industry analysis

Anwar

Hasnu

2016

Journal of Strategy and Management

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Purpose – The purpose of this paper is to investigate the strategy-performance relationship in a multi-industry setting for joint stock firms operating in Pakistan using Miles and Snow typology. The impact of firm size and industry on performance along with strategy is also investigated. The empirical research evidence on strategy-performance relationship for Miles and Snow typology is updated as well. Design/methodology/approach – Scoring methodology is applied for identification of strategic types, including the reactor strategy. The consistency of the firms over time is also checked. Seven year archived financial data of 320 Pakistani joint stock firms from 12 industries are used for analysis. Descriptive statistics and analysis of variance is used for analysis. Findings – Hybrid strategies are practiced by firms rather than pure strategies. The distribution of strategic types is uneven. There are mixed results for performance difference among strategic types for different industries and firm size. Defending and analyzing strategies are better than the prospecting strategies. Reactors performed better in some industries as well. Originality/value – Proposed scoring methodology can be applied to identify all strategic types including reactors in the longitudinal studies. This can be replicated for other typologies or strategic group classifications. The process for identification of reactor strategy through a consistency check is a unique contribution to the literature, especially when archived financial data are used.

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Strategic Change and Decision Making in an Emerging Nation: An Exploratory Assessment of Iranian Manufacturing Firms

Abstract: Businesses that combined cost leadership and differentiation strategies reported the greatest satisfaction with overall performance, but political and economic instability associated with trade sanctions continue to be a key concern for executives in Iran.

Cited by 17 publications

References 81 publications

Strategic decision implementation in an emerging market

Strategic decision implementation in an emerging market

The Effect of Strategic Flexibility on Strategy-Performance Nexus: A Conceptual Model

Business strategy and firm performance: a multi-industry analysis

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