Index
Responding to Uncertain Conditions: New Research on Strategic Adaptation
ISBN: 978-1-80455-965-9, eISBN: 978-1-80455-964-2
Publication date: 14 March 2023
This content is currently only available as a PDF
Citation
(2023), "Index", Andersen, T.J. (Ed.) Responding to Uncertain Conditions: New Research on Strategic Adaptation (Emerald Studies in Global Strategic Responsiveness), Emerald Publishing Limited, Leeds, pp. 217-222. https://doi.org/10.1108/978-1-80455-964-220231011
Publisher
:Emerald Publishing Limited
Copyright © 2023 Torben Juul Andersen
INDEX
Accountability
, 182
Adaptation
, 93
Adaptive learning process
, 25
Adaptive models
, 26
interactive updating
, 26–28
planned adaptation
, 28
Adaptive planning
, 30
Adaptive strategy-making
, 18
adaptive models
, 26–28
computational responsiveness model
, 23–26
empirical analyses
, 21–23
implications for theory and practice
, 35–36
limitations and future research
, 36–37
simulations
, 28–33
strategic rationales
, 20–21
Adjustment costs
, 24
Aggressive diversification
, 5
Agri-food supply chains
, 211
Airspace
, 47–48, 55
changes
, 56
decision-makers
, 50
features
, 59
AJG
, 204–205
Alpha
, 168
affiliates in Spain
, 160–161
employees
, 170
group
, 159
implementation ERP
, 160, 168–170
internal network bricolage
, 170–172
shift
, 161–165
strategic bricolage
, 172–174
Annual budgeting process
, 70
AR method
, 166
Assemblages
, 110
Attention-based view theory
, 10
Average variance extracted (AVE)
, 78
Behavioral theories
, 19
Belief systems
, 69
Bibliographic coupling
, 204, 206–211
Bibliometric techniques
, 203–204
Black swan events
, 201, 203
Bottom-up strategizing process
, 45
Boundary systems
, 69
Bower–Burgelman process model
, 68
Bowman paradox
, 19
Bricolage approach
, 173
Bricolage Solution Building Model
, 174–175
Bricoleur approach
, 158, 168–170
Budgeting
, 70, 74, 94
Budgets
, 70
Bundles
, 110
Bureaucracy
, 92
Business entrepreneurship
, 5–6
Business ethics
, 184
Business Roundtable (2019)
, 182
Campaigning
, 58
Capability building process
, 202
Capacity building process
, 202
Capital asset pricing model (CAPM)
, 18–19
Chief Financial Officer (CFO)
, 75
Coding
, 113
process
, 168
Coercive control system
, 92
Coercive performance measurement
, 95–96
Collaboration map
, 206–211
Command-and-control perspective
, 66
Comparative fit index (CFI)
, 79
Complex adaptive systems
, 201
Compliance
control variables
, 141–143
data collection
, 138
dependent variable
, 139
independent variables
, 139–141
literature review and hypotheses
, 133–138
methodology
, 138
results
, 144–147
Complying
, 58
Composite reliability
, 78
Computational responsiveness model
, 23–26
Conceptual schizophrenia
, 4–5
Confirmatory factor analysis (CFA)
, 78
Constraining control system
, 96
Control systems
, 92
Control variables
, 78, 141–143
Convention-based bricolage
, 159
mix of Familiar Bricolage and
, 170–172
Cooperative business-stakeholder attitudes
, 182
Coordination flexibility
, 2–3
Core model
, 173
Corporate financial performance (CFP)
, 190
Corporate governance
, 184
Corporate social performance (CSP)
, 190
Corporate social responsibility (CSR)
, 136
Corporate strategy-making
, 66
Cost accounting
, 94
COVID-19 pandemic
, 203
Cox model
, 142
Crisis after implementation ERP
, 160–161
Crisis to pragmatism, from
, 160–165
Cross-sectional risk–return relationships
, 23
Cultural-cognitive institutions
, 135
Data analysis
, 166–168
Data collection
, 166–168
process
, 204
profile of interviewed participants
, 167
Data search
, 205
Database
, 203
Davos 2020 Manifesto
, 182
Decentralization
, 66
Decentralized strategy-making mode
, 67, 69
Defensive diversification
, 5
Dependent variable
, 139
Descriptive analysis
, 204–206
Descriptive statistics
, 79
Diagnostic control systems
, 69
Digital transformation
, 42
data collection and analysis
, 47–48
factory of future
, 47
findings
, 49–58
methodology
, 47–48
strategic view
, 42
from strategy to tactics
, 43–47
Discourses in business practice
, 95
Discrete time methods
, 142
Discriminatory validity
, 78
Distributive justice
, 184, 186–187, 191
Diversification
, 5
Dynamic capabilities theory
, 3, 8–12, 201
Economic growth
, 132
Employee health for strategic adaptation
, 91
empirics
, 96–98
theoretical background
, 93–96
Enabling
, 95–96
Engineer
, 168–170
Engineering resilience
, 201
Enrolling
, 47, 58
Enrollment
, 45
Enterprise Resource Planning (ERP)
, 47, 51–52
adapted to local processes in compliance with constraints
, 161–165
collective bricolage
, 163–165
implementation project
, 159–160, 162, 175
Environmental turbulences
, 200
Environmental virtue
, 132
Equity concept
, 184
European Union (EU)
, 138
Eurostat database
, 139
Familiar bricolage, mix of convention-based bricolage and
, 170–172
Financial approach
, 189
Firm performance, organizational justice and
, 190–192
Flexibility
, 96
FSC certificate
, 133–134
Gen Z-ers
, 93
Gephi
, 113–114
Global transparency
, 95
Globalization
, 199
Governmental “command-and-control” regulations
, 131
Gross domestic product (GDP)
, 140
H-index
, 204
Harman one factor test
, 97
Hazard ratio
, 144
Head of Sales/Marketing (HSM)
, 75
Head office (HO)
, 166
Headspace
, 94
Health
, 94
High-reliability organizations
, 211
Human resources
, 190
Independent variables
, 139–141
Information system (IS)
, 44
Ingénieur engineer approach
, 158
Institutional pressures
, 139
Institutional theory
, 136
Integrated Pollution Prevention and Control Directive (IPPC Directive)
, 139
Interactional justice
, 188–189, 192
Interactive controls
, 76
planning, and participation
, 73–75
systems
, 66
Interactive information processes
, 71
Interactive strategy controls
, 69–75
Interactive strategy making
, 26, 34
Interactive updating
, 26–28, 30, 33
Interactive use of budgets
, 71
Interessement
, 45
Interesting
, 46–47, 57
Internal control systems
, 92–95
Internal Network Bricolage
, 170–172
Internal transparency
, 95
International firms
, 18
Investments of form
, 159, 172–173, 176
iOS
, 119–120
IT department
, 49
Joint value creation
, 184
Knots
, 110
Knowledge economy
, 91, 93
Knowledge governance
, 95
Knowledge workers
, 91, 93
Kurtosis
, 23, 31
Left-skewed return distributions
, 19
Leventhal’s rules
, 188
Line managers
, 68
Longitudinal risk–return relationships
, 22
Louvain clustering algorithm
, 204
Lower-level managers
, 67–68
Management
, 5
“Managing for stakeholders” concept
, 185
Maneuverability
, 3
Marketing
, 6, 184, 190
orientation
, 6
Maximum likelihood (ML)
, 78
Middle managers
, 42, 44–45, 59–60, 68, 71
Mobilizing/mobilization
, 45, 47, 58
Modeling techniques
, 211
Multi-level bricolage
alpha’s implementation ERP
, 160–165
data collection and analysis
, 166–168
dynamic of
, 168–174
dynamic of multi-level bricolage leading to resilience
, 174–176
hazardous materials solution as group solution
, 174
hazardous materials solution as inter-subsidiary network bricolage
, 172
methodology
, 166
research design
, 166
Multinationals
, 136–137
Multiple institutional pressures on industries
, 131
Multiple regression analysis
, 98
Negative skewness
, 31
in stock index returns
, 19
Networks
, 110
Nomenclature of Economic Activities code (NACE code)
, 138
sampled firms across different industries based on
, 89
Non-governmental organizations (NGO)
, 132
Operationalization of variables
, 154–155
Operations management (OM)
, 203
ORBIS database
, 138
Organizational ethics
, 184
Organizational flexibility
, 3
Organizational justice
, 182, 184–185
distributive justice
, 186–187
and firm performance
, 190–192
interactional justice
, 188–189
perception of
, 185
procedural justice
, 187–188
and stakeholder theory
, 184–186
Organizational management
, 190
Organizational resources
, 134
Organizational slack
, 134
Organizations
, 150, 158, 211
Over-performance
, 19
Participation
, 71
Participative decision-making
, 68
Participative leadership
, 73, 77
Path dependent random walk
, 25
Pay-for-performance
, 95
Performance measurement
, 93–96
Performance trap
, 70
Pharmaceutical supply chains
, 211
Planned adaptation
, 28, 33
Planning
, 94
Positively skewed returns
, 18
Practice theories
, 110
Practice turn
, 109
Practice-based strategy literature
, 108–109
Pragmatism, from crisis to
, 160–165
Precare
, 111–113, 115
Private healthcare sector
, 123–124
Problematizing/problematization
, 45–46, 57
Procedural justice
, 184–188, 191
Process control
, 187
Processuality
, 109
Product Lifecycle Management (PLM)
, 47, 55–57
Profitability of competing firms
, 23
Programme for the Endorsement of Forest Certification (PEFC)
, 149
Project Management (PM)
, 47, 54–55, 60
Prolific Academic
, 96–97
Prospect theory
, 19
Public interest
, 136
Quality Management System (QMS)
, 47, 53–54
R-Bibliometrix Package
, 204
R&D team, hiring new employees for
, 115–121
Reciprocal behavior
, 192
Reciprocity
, 191
Relational practice theory
, 111
data analysis
, 112–115
findings
, 124–126
methodology
, 111–124
theoretical background
, 109–111
Relationality in practice theory
, 108
Research questions (RQs)
, 200
Resilience
, 158, 203
bibliometric and content analyses
, 204
bricolage solution building model
, 174–175
descriptive analysis
, 205–206
dynamic of multi-level bricolage leading to
, 174
findings and discussion
, 205
intellectual structure of resilience research
, 206–211
methodology
, 203
mix of context and strategic bricolage creates value
, 175–176
multiple facets
, 200–203
perspective
, 201
search protocol and data collection
, 204–205
Resilient organizations
, 200
Resource flexibility
, 2–3
Resource-based logic
, 19
Resource-based view (RBV)
, 134, 201
theory
, 8, 10
Return on assets (ROA)
, 21
Return on equity (ROE)
, 19
Revenue
, 139
Root mean square error of approximation (RMSEA)
, 79
SAP
, 52, 55
Scopus
, 203–204
Senior managers
, 92
Simple one-parameter model
, 24–25
Simulation techniques
, 211
Simulations
, 28–33
Skewness measures for return distributions
, 23
Slack resources
, 20
Small and medium enterprises (SMEs)
, 158
specificities
, 176
Small capitalized stock indices
, 19
Sneaking
, 58
Social life
, 110
Social responsibility
, 184
Socio-cultural practices
, 111
Sociology of translation
, 43, 45
Spain, affiliates in
, 160–161
Stakeholder management perspective
organizational justice and firm performance
, 190–192
organizational justice and stakeholder theory
, 184–186
performance through stakeholder theory
, 189–190
stakeholder theory
, 183–184
Stakeholder theory
, 182–184
organizational justice and
, 184–186
performance through
, 189–190
Standard deviation of ROA
, 23
Standard tightness
, 94
Standardized root mean square residual (SRMR)
, 79
Starbucks
, 94
Strategic activity beyond management’s control
, 121–123
Strategic adaptation
, 19–20, 43
Strategic bricolage (see also Multi-level bricolage)
, 172–174, 176
Strategic controls
, 66, 70
Strategic emergence and autonomy in corporate strategy
, 68
Strategic fit
, 19
Strategic flexibility
, 1–3
alternative concepts
, 3–4
applications of strategic flexibility in business disciplines
, 4–6
benefits
, 4
drawbacks
, 4
importance
, 2
limitations and future research of current theoretical perspectives
, 9–12
theoretical perspectives in strategic flexibility research
, 6–9
Strategic management
, 190
Strategic maneuverability
, 2–3
Strategic planning
, 66, 77
critics
, 67
and upside potential
, 72–73
Strategic response capabilities
, 19
Strategic responsiveness
, 19
Strategic stakeholder management
, 189
Strategizing
, 111
Strategy
, 5
Strategy-as-practice literature
, 43, 45–46, 108
Strategy-in-practices
, 108
Strategy-making (see also Adaptive strategy-making)
, 109
Supplier–buyer relationship quality
, 6
Supply chain management (SCM)
, 203
Sustainable Development Goals (SDGs)
, 200
System theories
, 201
Systematic literature reviews
, 203
Systematic process
, 202
Systems theory
, 184
Tactics
, 43–47
Technicizing
, 58
Technological advancements
, 132
Technology Direction (TD)
, 54
Textures
, 110
Theoretical lenses
, 201
Top management
, 68
Tradeoffs
, 2
Translation
, 46
mechanisms
, 60
tactics in digital transformation processes
, 57–58
Transparency
, 95
Uncertainty
, 3
Under-performance
, 19
Upper echelons theory
, 2, 7–10, 20
Upside performance
, 77–78
Upside potential
, 66
descriptive statistics
, 79
interactive controls in strategy
, 69–75
measures
, 76–78
methods
, 75–76
results
, 79–82
theoretical background and hypotheses
, 67–69
validity
, 78–79
Validity
, 78–79
Valuable, rare, inimitable, and non-substitutable (VRIN)
, 8
Value creation process
, 185
Variance analysis
, 94
Variance of ROE
, 19
Volatile, uncertain, complex and ambiguous world (VUCA)
, 200
Voluntary environmental programs (VEPs)
, 132–133, 150
Web of Science (WoS)
, 203–204
- Prelims
- Chapter 1: Strategic Flexibility
- Chapter 2: Adaptive Strategy-making and Left-skewed Performance Outcomes
- Chapter 3: Behind the Scenes of Strategy: Middle-management Tactics for Shaping Digital Transformation
- Chapter 4: Responding to Advance Upside Potential Through Interactive Strategic Control Processes
- Chapter 5: Employee Health for Strategic Adaptation: The Role of Enabling and Constraining Performance Measurement
- Chapter 6: Beyond Management Control: A Nexus of Relational Practices as Enablers and Boundaries for Strategizing in the Face of Uncertainty
- Chapter 7: Beyond Compliance: An Event History Analysis of Environmental Stewardship
- Chapter 8: Crises and Resource Scarcity and Adaptability: Toward a Multi-level Bricolage
- Chapter 9: The Influence of Organizational Justice on Firm Performance: A Stakeholder Management Perspective
- Chapter 10: A Contemporary Review of the Resilience Literature: State-of-the-Art and Future Research Opportunities
- Index