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Strategic Posture (strategic + posture)

Distribution by Scientific Domains

Business, Economics, Finance and Accounting	80%

Selected Abstracts

Strategic postures of political marketing: an exploratory operationalization,

JOURNAL OF PUBLIC AFFAIRS, Issue 1 2006
Stephan C. Henneberg
In contrast to most political marketing theories which imply that such concepts as ,voter-orientation' or ,voter-centric political management' are trivial and uni-dimensional, this article will take its starting point from an alternative perspective. It draws on the concept of political marketing ,postures', i.e. a multi-faceted conceptual entity, based on varied dimensions of political marketing orientations. The main duality consists of the constructs of ,leading' and ,following', with an auxiliary (and complementary) dimension of ,relationship building'. This article provides an exploratory methodology to operationalize this concept, which will also be initially tested empiricially, using expert judgements as well as electorate's perceptions. Changing postures will be exemplified within a longitudinal application of the concept to perceptions of Tony Blair as Prime Minister. Copyright © 2006 John Wiley & Sons, Ltd. [source]

Stakeholder engagement and corporate social responsibility reporting: the ownership structure effect

CORPORATE SOCIAL RESPONSIBILITY AND ENVIRONMENTAL MANAGEMENT, Issue 2 2009
Jose-Manuel Prado-Lorenzo
Abstract Social disclosure, according to Ullmann's conceptual framework (1985), could be explained by stakeholder power, strategic posture and economic performance, where the power of stakeholders is a function of the resources they control that are essential to the company. The aim of this work is to test the effect that shareholder power and dispersed ownership structure have on the decision to disclose corporate social responsibility (CSR) information in the Spanish context, controlling for the rest of the dimensions. Our results allow us to affirm that this paper tests a stakeholder theory approach to analyzing corporate social disclosures and is consistent with the framework proposed, although the power of shareholders is quite limited. Copyright © 2009 John Wiley & Sons, Ltd and ERP Environment. [source]

The influence of top management team attention patterns on global strategic posture of firms

JOURNAL OF ORGANIZATIONAL BEHAVIOR, Issue 7 2005
Orly Levy
Drawing upon the managerial cognition and the upper echelons perspectives, this study proposes that the cognitive capabilities of top executives significantly affect globalization efforts. Specifically, the study suggests that managerial attention patterns or the cognitive processes of [noticing and constructing meaning] about the environment influence strategic posture of firms. Based on a longitudinal sample of U.S. firms operating in technologically intensive industries, the results indicate that firms were more likely to develop an expansive global strategic posture when their top management paid attention to the external environment and considered a diverse set of elements in this environment. On the other hand, firms led by top management that paid more attention to the internal environment were less likely to be global. Copyright © 2005 John Wiley & Sons, Ltd. [source]

Success in Global New Product Development: Impact of Strategy and the Behavioral Environment of the Firm

THE JOURNAL OF PRODUCT INNOVATION MANAGEMENT, Issue 2 2010
Ulrike De Brentani
Product innovation and the trend toward globalization are two important dimensions driving business today, and a firm's global new product development (NPD) strategy is a primary determinant of performance. Succeeding in this competitive and complex market arena calls for corporate resources and strategies by which firms can effectively tackle the challenges and opportunities associated with international NPD. Based on the resource-based view (RBV) and the entrepreneurial strategic posture (ESP) literature, the present study develops and tests a model that emphasizes the resources of the firm as primary determinants of competitive advantage and, thus, of superior performance through the strategic initiatives that these enable. In the study, global NPD programs are assessed in terms of three dimensions: (1) the organizational resources or behavioral environment of the firm relevant for international NPD,specifically, the global innovation culture of the firm and senior management involvement in the global NPD effort; (2) the global NPD strategies (i.e., global presence strategy and global product harmonization strategy) chosen for expanding and exploiting opportunities in international markets; and (3) global NPD program performance in terms of shorter- and longer-term outcome measures. These are modeled in antecedent terms, where the impact of the resources on performance is mediated by the NPD strategy of the firm. Based on data from 432 corporate global new product programs (North America and Europe, business-to-business, services and goods), a structural model testing for the hypothesized mediation effects was substantially supported. Specifically, having an organizational posture that, at once, values innovation plus globalization, as well as a senior management that is active in and supports the international NPD effort leads to strategic choices that are focused on making the firm truly global in terms of both market coverage and product offering. Further, the two strategies,global presence and global product harmonization,were found to be significant mediators of the firm's behavioral environment in terms of impact on performance of global NPD programs. [source]