Index
Strategic Responses for a Sustainable Future: New Research in International Management
ISBN: 978-1-80071-930-9, eISBN: 978-1-80071-929-3
Publication date: 6 September 2021
This content is currently only available as a PDF
Citation
(2021), "Index", Andersen, T.J. (Ed.) Strategic Responses for a Sustainable Future: New Research in International Management (Emerald Studies in Global Strategic Responsiveness), Emerald Publishing Limited, Leeds, pp. 215-222. https://doi.org/10.1108/978-1-80071-929-320214010
Publisher
:Emerald Publishing Limited
Copyright © 2021 Torben Juul Andersen
INDEX
Academic enquiry
, 77
Accounting-based financial returns
, 188
Ad hoc interventions
, 190
Adaptive learning process
, 55, 91
Adaptive mode
, 90
Adjacent social negotiation process
, 91
Advertising intensity
, 191
Advocacy, support and
, 141–142
Agency theory
, 69
Alternative revenue streams
, 176
Altman’s Z score
, 189, 191, 195
Analytics-based planning
, 59, 91, 183
Ancient narratives
, 69
Annual planning process
, 58
Antecedent strategy process
, 88
Autonomous initiatives and slack
, 106
Autonomy
, 88, 140–141
autonomy-control paradox
, 88–89
local
, 106
Average return
, 56
Average variance extracted (AVE)
, 33
Bankruptcy risk
, 189, 199
Basic Human Needs (BHN)
, 3, 9
Basic strategic responsiveness model
, 50
Behavioral theory of firm
, 180–181
Better Life Index
, 9–10
Blogs
, 78
Bootstrapping
analysis
, 39, 43
procedure
, 34
Bottom-up process
, 102
Boundary conditions
, 128–129
Boundary-pushing thinking styles
, 128
Bounded non-conformity
, 125, 142–143
Bourdieu’s framework
, 130–131
Bowman paradox
, 51, 149
Buffer zone
, 129, 141
Bureaucratic organization
, 124
Business
, 2
conditions
, 176
ecosystems
, 80
Capex process
, 103
Capital
, 130, 132
analysis
, 131
structure of firms
, 182
Capital employed (ce)
, 152–153
Capital intensive businesses
, 191
Cash flow retained (cfre)
, 152–153
Casual relationship models
, 22
Central analytical planning process
, 58
Central limit theorem (CTL)
, 196
Central planning
, 50, 52, 58, 89, 92, 114
Central resource allocation
, 103–104
CEO tenure
, 150, 178
Chartered Association of Business Schools (ABS)
, 71
Circumventing formal processes
, 110–112
Clean technology
, 30
Clean technology performance (ENct)
, 31
Clean technology strategy (CTS)
, 29–30
Co-opetition
, 80
Coercive isomorphism
, 26
Coherent model
, 183
Collaborative strategic planning
, 74
Collective-good view of social capital
, 2
Collinearity
, 187
Common shares (cshoc)
, 153
Common/ordinary equity (ceq)
, 152
Commonwealth of Australia
, 6
Competition
, 69
Competitive advantage (CA)
, 22, 27–28
Competitor pressures (CIP)
, 27
Complete case analysis
, 153, 192
Composite reliability (CR)
, 33
Compustat database
, 148–149, 151
Compustat Global database
, 151, 152
Computational model
, 50
Computational simulations of adaptive organizational process
, 148
Conceive potential responses
, 177
Confidence interval (CI)
, 34
Conservatism
, 129
Conservative organization
, 124
Constructive deviance, Maverick behavior and
, 115–116
Contemporary business environments
, 148
Contemporary strategic management
, 68
Contextualized explanation
, 88, 115
Continuous improvement (CIR)
, 28
Control variables
, 10, 190–191
Convergence
, 156
Convergent validity
, 33
Corner flags
, 101
Corporate ethics
, 2–3, 9, 12
environments
, 2
mediation effects
, 16
mediator role of
, 7–8
Corporate executives
, 50
Corporate firms
, 8
Corporate information
, 151
Corporate responses
, 189
Correlation matrix
, 12, 187
Corruption Perceptions Index (CPI)
, 10
Cost reduction (CRA)
, 27
Costs
, 190
Creativity
, 116, 128
Crime
, 6
Cross-sectional risk-return effects
, 52
Cross-sectional risk-return relationship
, 56
Current liabilities (lct)
, 152
Customer pressures
, 26–27
Cyberattacks
, 148, 176
Cyclical planning process
, 92
Darwinian evolutionary theory
, 69
Data fraud
, 176
Debt over equity
, 182
Decentralization
, 88, 90
Decentralized experimentation
, 50
Decentralized responsive initiatives
, 186
Democratic strategy
, 71
Dependent variables
, 9, 188
Descriptive statistics
, 192–196
Disaster events
, 148
Discriminant validity
, 33
Disruptive change (DCR)
, 28–29
Dissonant strategic initiatives
, 88
Dynamic adaptive strategy-making processes
, 51–52
generic strategic responsiveness model
, 50–51
model development
, 52–57
model extension
, 58–60
Dynamic capabilities
, 148, 177
Dynamic managerial capabilities
, 148
Dynamic resource-based perspectives
, 69
Dynamic strategy-making processes
, 88
Dynamism
, 116
Earnings development potential
, 185
Eco-product design (EDP)
, 24
Economic efficiency
, 90–91
Economic growth
, 6
Economic theory
, 69
Ecosystems
, 70
Education
, 10
Educational attainment
, 10
Effective SRCs
, 178, 185
Emergent strategy
, 91–92
End-goal-focused behaviors
, 124
End-of-life vehicle (ELV)
, 26
Environmental management
, 26
Environmental Management Representatives (EMRs)
, 32
Environmental outcomes of GSCM
, 30–31
Environmental pressure
, 10
Environmental sensing
, 51
Environmental strategic approach
, 22
Environmental turbulence
, 177
Equity Book Value (ebv)
, 152
Equity story
, 103
Ethical managerial behavior
, 2–3
Ethical rules
, 2
European Economic Area (EEA)
, 151
European firms
, 148–149
European telecommunications market
, 88
Ex post variance
, 188
Executive decision-makers
, 178
Exogenous risk factors
, 189
Extant strategy process
, 89
External drivers of GSCM practices
, 25–30
External facilitators
, 79
External finance
, 183
External stakeholders
, 26
Extreme events
, 148–149
Federation of Malaysian Manufacturers (FMM)
, 32
Field
, 130
analysis
, 131
of power
, 131–132
Financial crisis
, 50, 176
Financial leverage
, 191
Financial returns
, 188
Firms
, 176
capital structure
, 181
firm-specific assets
, 180
performance
, 188
size
, 190
Fiscal crisis
, 148
Formal issue selling
, 109
Formal processes
, 100–103
circumventing
, 110–112
effect on emergence
, 106–107
Formalized model
, 56
Formative measurement model
, 34, 37–39
Fornell–Larcker criterion approach
, 33
Fortune 500
companies
, 149
firms
, 50
Foundations of Wellbeing (FD)
, 3, 9
Future positioning (FPA)
, 27–28
Generic assets
, 182–183
Generic computational model
, 50
Generic strategic responsiveness model
, 50–52, 56
Global business environment
, 50
Global warming
, 176
effects
, 148
Governance failure
, 148
Green customer management
, 25
Green distribution practices
, 25
Green strategies (GSs)
, 22–23, 29
Green supply chain initiatives (GCSIs)
, 22, 23–25
Green supply chain management (GSCM)
, 22
data collection and sampling
, 31–33
environmental outcomes of
, 30–31
external and internal drivers of GSCM practices
, 25–30
formative measurement model
, 37–39
and GCSIs
, 23–25
high-order measurement model
, 39
measurement model evaluation
, 33–34
mediating effect evaluation
, 39–43
reflective measurement model
, 34–37
structural model and mediation effect evaluation
, 34
structural model evaluation
, 39
theoretical background and hypotheses
, 23
Greening downstream (GDM)
, 24–25
Greening post-use (GPU)
, 24, 25
Greening production (GPN)
, 24
Greening upstream (GUM)
, 24
Gross profits
, 189
Guided evolution
, 91
Habitus
, 130
Herfindahl–Hirschman Index (HII)
, 195
Heterogeneous SRCs
, 177–178
Heteroskedascity
, 196
High performance volatility
, 185
High velocity environments
, 176
High-order measurement model
, 39
Homoskedasticity
, 187
Hostility
, 116
Household net adjusted disposable income
, 10
Humbleness
, 150
Hypercompetition
, 176
Hypotheses development
, 183–187
Imputation technique
, 149
Inclusion
, 72, 78
Inclusiveness
, 71, 73
Inclusivity
, 78
Income
, 10
Independent variables
, 9, 189–190
Indicator reliability
, 33
Industrial hostility
, 89–90
Industrial organizations approach
, 69
Industry dynamism
, 90
Informal issue selling
, 109
Information Technology-enabledness (IT-enabledness)
, 72, 73
Initial responsiveness model
, 55
Innovation
, 176–177, 180
innovation-based strategic options
, 206
model for SRCs and adaptation
, 184
Institutional pressures (IP)
, 22, 25
Institutional theory
, 22–23, 25–26, 69
Institutionalism
, 80–81 (see also Maverickism)
Intended strategy
, 91–92
conventional
, 117
formation
, 91
intended strategy-making
, 100
Interactive processes between center and periphery
, 107–112
Interactive strategy
, 71 (see also Open strategy)
extended responsiveness model
, 59
interactive strategy-making approach
, 50
Interim risk-return dynamic
, 151
Internal drivers of GSCM practices
, 25–30
Investment
in innovation
, 180–181
recovery
, 25
Isomorphic pressures
, 81
Key resources (KR)
, 22, 28
Keystone firms
, 80
Knowledge gap, interactive processes and
, 107–109
Knowledge-based assets
, 182
Kurtosis
, 160–161, 171–172
Least Absolute Deviation
, 206
Leptokurtic distributions
, 151
Leverage SRCs
, 176
Life expectancy
, 50
Life Sciences
, 168
Live video streaming
, 78
Logical incrementalism
, 92, 114, 117
Long-tenured CEOs
, 178
Low technology
, 191
Lower level (LL)
, 34
Macroeconomic policies
, 2
Management support
, 88
Manufacturing firms
, 192
Market capitalization (mktCap)
, 152, 156
Market-based measure
, 188
Maverick behavior
, 88, 110–112
analysis of interviews
, 98–100
autonomous initiatives and slack
, 106
autonomy-control paradox
, 88–89
case analysis
, 114–115
central resource allocation
, 103–104
and constructive deviance
, 115–116
data collection and analysis
, 94–96
emergence from center
, 105–106
emergent strategy and autonomous initiatives
, 105
equity story and shareholder value
, 103
findings
, 100
formal processes effect on emergence
, 106–107
hostile industry environment
, 113–114
implications for strategy
, 118
industrial hostility
, 89–90
inquiry from inside and from outside
, 94
intended and emergent strategy
, 91–92
intended strategy and formal process
, 100–103
interactive processes between center and periphery
, 107–112
methods
, 92
model for strategic emergence
, 117–118
semi-structured interviews and casual observations
, 96–97
single-case study and research site
, 93–94
strategy formation
, 90–91
strategy interaction
, 92
strategy-making modes
, 112–113
Maverickism
, 124
bounded non-conformity
, 142–143
current study
, 129–130
Mavericks, workplace cultures, boundary conditions, and power
, 128–129
Mavericks and positive deviance
, 133–137
nature of
, 125–126
outcomes for organizations
, 143–144
positioning Maverickism as act of positive deviance
, 126–128
positive organizational impacts of Maverick behavior
, 137–142
research design and analysis
, 130–132
sample
, 132–133
Mavericks
, 125–126
and positive deviance
, 133–137
workplace cultures, boundary conditions, power and
, 128–129
Measurement model evaluation
, 33–34
Mediator
role of corporate ethics
, 7–8
variable
, 9–10
Medium technology
, 191
Medium-high and high technology (MHT)
, 191
Micro-management
, 142
Missing data
, 151–152
Moderators
, 188
Modern narratives
, 69
Multicollinearity conditions
, 187
Multiple imputation approach
, 155–156
Multiple imputations with chained equations (MICE)
, 152–153, 155–156
applying MICE to dataset
, 156
Natural disasters
, 176
Natural-resource-based view (NRBV)
, 22, 25
Neo-institutional theory
, 80
Neo-institutionalism
, 80–81
Net Cash Flow
, 152
Net income (ni)
, 152
New competitive landscape
, 176
Non-conformity
, 136
Non-material capitals
, 130
Old work model
, 129
Open innovation strategy
, 71
Open strategy
, 67–68, 71–74
areas of extant academic exploration
, 77–79
consolidated definition
, 74–77
limitations of study
, 82
method
, 70–72
practice
, 78
research agenda
, 79–81
six-stage process for systematic literature review sample selection
, 71
strategy domain evolution
, 68–70
Openness
, 71, 78–79
Opens innovation
, 68, 70
Operating activities (oancf)
, 152
Operating Income before depreciation (OIBDP)
, 152
Operating Margin (opm)
, 152
Opportunity (OPP)
, 3, 9
seizing
, 51
Optimism
, 150
Ordinary least squares (OLS)
, 10
multiple linear regression analyses
, 187
random effects
, 10, 14
Organisation for Economic Cooperation and Development (OECD)
, 2
Organizational adaptation process
, 148–149
Organizational cultures
, 128
Organizational evolution
, 177
Organizational learning
, 55
Organizational resilience
, 178
Organizational slack
, 88, 181–182, 190, 203–204
Organizational theory
, 80
Organizational variables
, 187
Organizations
, 124, 176
Out-of-the-box thinking
, 125–126
Outlier persistence
, 161–168
Over-specification of model
, 187
Overconfidence
, 150
Pandemic
, 50
Participation
, 72–73, 78
Participative process
, 71, 77
Path-dependent random walk
, 55
Pecking-order theory
, 182
Performance data distribution
, 149–151
applying MICE to dataset
, 156
cleaning data
, 153–155
constructing dataset
, 152–153
distribution of performance variables
, 157
graphical representations
, 160
kurtosis
, 160–161, 171–172
methodology
, 151
missing data
, 151–152
multiple imputation approach
, 155–156
organizations
, 148–149
outlier persistence
, 161–168
performance distribution
, 158–159
results
, 156
skewness
, 160–161, 171–174
Performance function
, 54
Performance indicators
, 150, 152
Performance outcomes
, 149, 156
Performance volatility
, 185
Planning
, 90
Political instability
, 148
Pollution prevention performance (ENpp)
, 30
Pollution prevention strategy (PPS)
, 29
Poverty
, 6
Power
, 128–129
Practices in open strategy
, 79
Practitioners in open strategy
, 79
Praxis in open strategy
, 79
Principal component analysis (PCA)
, 9
Product recovery
, 25
Product stewardship performance (ENps)
, 31
Product stewardship strategy (PSS)
, 29
Profit logic
, 53
Psychological reference point factors
, 150
Public policy-makers
, 50
Quantile to quantile plots (Q–Q plot)
, 187, 195–196
R&D
, 186
expenditures
, 180
investment
, 181, 190, 204–205
Ramsey Regression Equation Specification Error test (RESET)
, 195–196
Real option
, 150, 180–181
portfolios
, 176
slack resources and
, 181–183
Recovery management
, 25
Reflective measurement model
, 33–37
Refurbishing
, 25
Regression results
, 196–199
Regulatory pressures (RIP)
, 26
Regulatory-driven practices
, 22
Remanufacturing
, 25
Repair
, 25
Reputation and legitimacy (RLA)
, 27
Resource-deprived mavericks
, 114
Responsive decisions
, 50
Return on asset (ROA)
, 152, 156, 188
Revenues
, 190
Rework
, 25
Risk
behavior
, 150
exposures
, 189
outcomes
, 188–189, 199
risk-return relationships
, 51, 150
Robust regression
, 206
Robust standard errors (RSE)
, 196
Rule-breaking maverick behaviors
, 88
Sample selection
, 191–192
Securities and Exchange Commission (SEC)
, 152
Semi-structured interviews
, 96–97
Sense environmental changes
, 177
SG&A ratio
, 190–191, 195, 205
Shareholder value
, 103
Short-tenured CEOs
, 178
Simple one-factor model
, 54
Simple strategic responsiveness model
, 52
SIRIM
, 32
Skewness
, 160–161, 171–172
of each SEC office
, 173–174
Slack resources
, 181–183
Slow strategic planning process
, 58
SmartPLS software
, 34
Snow-balling approach
, 132
Social capital
, 2, 6–7, 9, 12
Social conformity
, 128
Social progress
, 1–3
additional analysis
, 14–15
index
, 4–5
measurement of variables
, 9–10
mediator role of corporate ethics
, 7–8
methodology
, 10–11
results
, 11–14
sample
, 8–9
theoretical background and hypotheses
, 6
Social Progress Imperative
, 8–9
Social Progress Index (SPI)
, 3, 9
Society pressures (SIP)
, 27
Specification errors
, 187
Stakeholder analysis theory
, 69
Stakeholder integration (SIR)
, 28
Standard & Poor (S&P)
, 151
Standard deviation
, 56
Standard errors (SE)
, 196
Standard Industrial Classification (SIC)
, 152, 160
Static resource-based view
, 69
Static stochastic process
, 55
Stationary stochastic process
, 55
Strategic adaptation
, 50–51, 88, 149
Strategic alignment
, 80
Strategic decision-making processes
, 52, 68
Strategic fit
, 50, 52–54, 56
Strategic management
, 80
Strategic planning process
, 58–59
Strategic response capabilities (SRCs)
, 148, 150, 176, 178
background
, 177–187
effective SRC
, 199, 202
inhibitors and promoters
, 179
and innovation
, 176–177
limitations and future research
, 206–207
managerial implications
, 205–206
methodology
, 187–199
organizational slack
, 203–204
performance outcomes of effective SRC
, 199
R&D expenditures
, 202–203
R&D investment
, 204–205
regression analysis on downside and bankruptcy risk
, 200–201
Strategic responsiveness
, 50
Strategic risk factors
, 149
Strategy
domain evolution
, 68–70
formation
, 92
practices
, 68–70
strategy-making modes
, 88
strategy-making process
, 92, 96, 100
Structural model
evaluation
, 39
and mediation effect evaluation
, 34
Supply chain
, 22
Supply chain management (SCM)
, 22–23 (see also Green supply chain management (GSCM))
Support and advocacy
, 141–142
Sustainability
, 22
Sustainable development
, 8
Sustainable firms
, 8
Systematic literature review
, 82
Target level risk ratio (TLRR)
, 189, 191–192, 199
Tax(es)
, 10
savings
, 182
Technological intensity
, 191
Thematic analysis
, 131
Tobin’s Q (tq)
, 152, 191, 195
Top-down process
, 102
Total assets (at)
, 152
Total liabilities (lt)
, 152
Total revenues (revt)
, 152
Total sales (sale)
, 152
Trace plots
, 156
Trade-off theory
, 182
Traditional organization
, 124
Transaction cost economics
, 182
Transformational change
, 124
Transparency
, 10, 71–73
Trust
, 140–141
Turbulence of contemporary business environments
, 148
Uncertainty
, 27, 178
Unit of analysis
, 32
Upper level (UL)
, 34
Variance inflation factors (VIF)
, 11, 34
Voluntary behavior
, 127
Wikis
, 78
Workplace
cultures
, 128–129
environments
, 124
World Commission on Economic Development
, 8
World Economic Forum database
, 9
- Prelims
- Chapter 1: Social Capital, Corporate Ethics and Social Progress
- Chapter 2: The Role of Green Strategy Adoption in Driving Green Supply Chain Management Practices
- Chapter 3: Dynamic Adaptive Strategy-making Processes for Enhanced Strategic Responsiveness
- Chapter 4: Open Strategy: A Systematic Literature Review and Research Agenda
- Chapter 5: How Resource-deprived Mavericks Circumvent Central Control: Walking or Stumbling on Two Feet?
- Chapter 6: Fear Not Your Mavericks! Their Bounded Non-conformity and Positive Deviance Helps Organizations Drive Change and Innovation
- Chapter 7: The Distribution of Performance Data: Consistent Evidence of (Extreme) Negative Outcomes
- Chapter 8: The Effects of Strategic Response Capabilities and Innovation on Performance and Risk
- Index