Strategic flexibility, strategic leadership and business sustainability nexus

Nwachukwu, Chijioke; Vu, Hieu Minh

doi:10.1504/ijbe.2020.107500

Cited by 32 publications

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“…This submission aligns with Nwachukwu and Vu [32], who assert that SMEs must implement strategies to leverage external opportunities. In contrast, one leader interviewed, P19, indicated, "The risk of going international and pointed out that the current market technology does not make a difference in managing the firm locally or internationally.‖ He added, -there is no dream, no need of moving his firm into international markets."…”

Section: Resultssupporting

confidence: 58%

Strategies and Techniques for the Internationalization of Non-Dominant Firms: A Qualitative Study

Makaya¹,

Nwachukwu

2021

ijirss

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This study focuses on the strategies and techniques used by small or medium-sized enterprises (SMEs) to join and dominate large firms in global markets. The analytical works refer to the prevailing writings on international markets and entrepreneurship. Based on the categorizations and analyses of the themes and sub-themes, the historical development of global markets and theories is recounted, thereby creating a foundation for assessing the strategies and techniques of non-dominant firms. The findings indicate that the number of small and medium enterprises joining international markets is growing due to the adoption of robust strategies and techniques. An international model is proposed, which consists of three techniques of the Diaspora approach, social media approach, and re-approach, along with strategies that consist of three dimensions: a big dream or desire to internationalize, a need to internationalize, and an ability to internationalize." This paper provides a point of reference for practitioners and researchers interested in attaining comprehensive insight into internationalization.

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Section: Resultssupporting

confidence: 58%

Strategies and Techniques for the Internationalization of Non-Dominant Firms: A Qualitative Study

Makaya¹,

Nwachukwu

2021

ijirss

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“…As the business environment is constantly changing and market competition intensifying, leadership with sustainable influence is becoming increasingly important [29,30]. Some theories and concepts regarding leadership having a sustainable influence on organizations have been proposed.…”

Section: Introductionmentioning

confidence: 99%

Effect of Chief Executive Officer’s Sustainable Leadership Styles on Organization Members’ Psychological Well-Being and Organizational Citizenship Behavior

Choi

2021

Sustainability

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Situational leadership theory and the contingency approach of leadership were utilized and applied based on situational theory. Based on a total of four foundational theories, that is, bottom-up spillover theory, theories of prosocial behavior, and so on, this study empirically analyzed what influence a chief executive officer’s (CEO’s) sustainable leadership styles (servant, ethical, and authentic leadership) have on the psychological well-being and organizational citizenship behaviors of organization members. The study was conducted on adult employees of midsized or larger companies (including subsidiaries) across four countries: South Korea, the United Kingdom, the United States, and South Africa. Data were obtained from 649 adult employees. SmartPLS was used to conduct structural equation modeling analysis of the data. The results were as follows: (1) CEOs’ servant and authentic leadership styles had statistically significant positive (+) effects on employees’ psychological well-being; however, ethical leadership did not. (2) CEOs’ ethical leadership had a statistically significant (+) effect on employees’ organizational citizenship behavior; however, servant and authentic leadership did not. (3) Employees’ psychological well-being had a statistically significant (+) effect on organizational citizenship behavior. CEOs are attracting more attention than ever, leading companies in today’s rapidly changing times. This suggests that it is necessary to comprehend principles that show when, where, and how important leaders are and sustainable leadership styles that can increase their chances of success. Moreover, this study derived constructive implications that a leader can overcome today’s challenges through sustainable leadership styles.

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“…The underline study has several theoretical and managerial contributions emerge, first, our main variable is sustainable competitive performance because it provides information that, how strategic orientation and strategic flexibility significantly enhance sustainable competitive performance. Therefore, to investigate this effect, previous studies (Arief et al, 2013;Bamel & Bamel, 2018;Nwachukwu & Vu, 2020), have given full concentration, that how family-owned SMEs can quickly change their policies as per the external environment. The current study has been conducted among the manufacturing sector because the manufacturing sector has a significant contribution to Pakistani economic growth (Ayuso & Navarrete-Báez, 2018).…”

Section: Conclusion and Implication For Practicementioning

confidence: 99%

Strategic Orientation and Sustainable Competitive Performance of Family Firms: Evidence of an Emerging Economy

Khan

Salamzadeh

Abbasi

et al. 2022

Journal of Small Business Strategy

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This study tried to shed light on the relationship between strategic orientations and sustainable competitive performance with the mediating effect of strategic flexibility of family-owned SMEs in an emerging economy. This study is significant because family firms need a more flexible and quick organizational structure to respond effectively to external market demands. For achieving fruitful insights, data was collected from family-owned manufacturing firms operating in Islamabad and Rawalpindi verified from Small and Medium-sized Enterprises Development Authority (SMEDA). In addition, structured questionnaires were used to collect the data from top management through an online source; for testing the hypotheses, Smart PLS-SEM was deployed. The finding suggests that strategic flexibility firmly explains the mechanism to support the relationship between both strategic orientations (entrepreneurial and market) and sustainable competitive performance. Thus, our study suggests several recommendations to the policymaker and governmental bodies to support the family-owned firms in modifying existing resources according to the market demand.

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Strategic flexibility, strategic leadership and business sustainability nexus

Cited by 32 publications

References 0 publications

Strategies and Techniques for the Internationalization of Non-Dominant Firms: A Qualitative Study

Strategies and Techniques for the Internationalization of Non-Dominant Firms: A Qualitative Study

Effect of Chief Executive Officer’s Sustainable Leadership Styles on Organization Members’ Psychological Well-Being and Organizational Citizenship Behavior

Strategic Orientation and Sustainable Competitive Performance of Family Firms: Evidence of an Emerging Economy

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