The mediating role of the extensiveness of strategic planning on the relationship between slack resources and organizational performance

Fadol, Yasir; Barhem, Belal; Elbanna, Saïd

doi:10.1108/md-09-2014-0563

Cited by 56 publications

(85 citation statements)

References 105 publications

(197 reference statements)

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“…Some authors found that strategic planning has a positive effect on organizational performance (e.g. Andersen & Nielsen, 2009;Fadol, Barhem, & Elbanna, 2015;Sila, 2007). However, Wilson and Collier (2000) found that this practice does not produce such effects.…”

Section: Management Practices and Performancementioning

confidence: 94%

Management Practices as Capabilities Leading to Superior Performance

Brito

Sauan

2016

BAR, Braz. Adm. Rev.

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This paper has three main contributions to the debate about the value of management practices. First, the empirical confirmation of a strong and significant relationship between the level of management practices and three major dimensions of firms' performance (profitability, growth and productivity). The value of this contribution is grounded on a survey of 124 companies in a focused and careful choice of context: packaging industry in an emerging country, Brazil. Second, our theoretical conceptualization of management practices as capabilities addresses recent criticism of the Resource-based Theory and suggests there is no need for a new theory as the proposed Practice-based View. The third main contribution relates to the factors that affect the development of management practices. We confirmed that larger firms tend to have higher levels of management practices, although no support was found for the influence of another factor, the family ownership. We also identified that managerial hubris can be seen as a new strong factor negatively affecting the development of higher levels of management practices. Finally, the findings of this paper can bring attention to management as a new, internal component of the so-called Custo Brasil (Brazilian Cost) and its practical effect on the competitiveness of the Brazilian firms.

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Section: Management Practices and Performancementioning

confidence: 94%

Management Practices as Capabilities Leading to Superior Performance

Brito

Sauan

2016

BAR, Braz. Adm. Rev.

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“…Each method provides only a partial, misleading view of organizational performance; further, the functions and activities of different parts of the organization are incredibly diverse. However, Elbanna (2012) and Fadol et al (2015) have extended prior studies by combining three perspectives on performance (private business, learning and growth and client perspectives), balancing different aspects of organizational performance and thus describing it in its entirety. This approach is more likely to be appropriate to assess perceived organizational performance.…”

Section: Organizational Performancementioning

confidence: 99%

The Role of Financial Slack, Employee Creative Self-Efficacy and Learning Orientation in Innovation and Organizational Performance

Tran

Nguyen

Nguyễn

2018

Administrative Sciences

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Organizational performance development and financial slack have drawn extensive attention in management research. Recent studies have indicated that financial slack has a positive effect on innovation outcomes and organizational performance. However, some other studies have proposed adverse effects. This paper aimed to explore the causal linkages between employee creative self-efficacy, learning orientation, financial slack, innovation outcomes and organizational performance. It also examined the influence of innovation performance and creative self-efficacy as mediating variables in the connection between learning orientation and organizational performance. By doing so, we used a structural equation modelling (SEM) method to test the model using data from 267 small medium enterprises (SMEs) in Vietnam. The findings illustrated that SMEs had not utilized financial slack to invest in innovation activities and improve firm performance. Furthermore, the results indicated that learning orientation had both direct and indirect impacts on innovation and firm performance. It is worth noting that employee creative self-efficacy had a positive effect on innovation performance. The findings also verified a statistically significant association between innovation and organizational performance. Finally, the results provided some managerial implications to stimulate employees to work creatively and improve innovation outcomes for sustainable development.

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“…Hence, possessing valuable, rare, inimitable, and nonsubstitutable resources is an essential state for value creation. Furthermore, value is created when resources are evaluated, manipulated, and deployed properly within the firm's environmental setting (Fadol et al, 2015).…”

Section: Theoretical Foundation and Review Of Literaturementioning

confidence: 99%

“…Sustainable Leadership entails adopting a long-term perspective in decision-making; nurturing innovation aimed at delivering value to customers; developing a skilled, loyal and highly engaged workforce; and offering quality products, services and solutions (Gerard et al, 2017). It is evident that top management emphasises sustainable leadership and agility; moving from avoiding uncertainty to managing uncertainty (Fadol et al, 2015) in their quest of profit optimization. Moreover, companies conduct their business activities while interacting with and transforming their environment; hence eventually impact their surroundings (Jerónimo Silvestre et al, 2016).…”

Section: Introductionmentioning

confidence: 99%

The Influence of Sustainable Leadership and Strategic Agility on Business Sustainability

Lim

Ping

2018

Proceedings of the 7th International Conference on Entrepreneurship and Business Management

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In today's dynamic business world, companies are moving toward business sustainability strategy and regard it as a core company business. Based on dynamic capabilities theory and contingency theory, this paper presents a conceptual model which suggests sustainable leadership is a crucial capability that influence business sustainability while strategic agility plays a vital role in enhancing the impact towards business sustainability among public listed companies in Malaysia. The conceptual model proposed in this study enriches the literature in organizational performance, shifting from traditional profit-based measurements to a holistic view of business sustainability. Practically, this study provides insights to the regulators and managers that sustainable leadership is an important capability; and along with strategic agility; influence business sustainability among Public Listed Companies in Malaysia.

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The mediating role of the extensiveness of strategic planning on the relationship between slack resources and organizational performance

Cited by 56 publications

References 105 publications

Management Practices as Capabilities Leading to Superior Performance

Management Practices as Capabilities Leading to Superior Performance

The Role of Financial Slack, Employee Creative Self-Efficacy and Learning Orientation in Innovation and Organizational Performance

The Influence of Sustainable Leadership and Strategic Agility on Business Sustainability

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