Corporate Strategy

Claire (2010) Corporate strategy, corporate capture : Food and alcohol industry lobbying and public health. Critical Social Policy, 30 (4). pp. 564-589. ISSN 0261-0183 Strathprints is designed to allow users to access the research output of the University of Strathclyde.

The issue of climate change has attracted increasing business attention in the past decade. Whereas companies initially aimed primarily at influencing the policy debate, corporate strategies increasingly include economic responses. Existing classifications for climate change strategies however still reflect the political, non-market components. Using empirical information from the largest multinational companies worldwide, this article examines current market responses, focusing on the drivers (threats and opportunities) and the actions being taken by companies to address climate change. It also develops a typology of climate strategies that addresses the market dimensions, covering both the aim (strategic intent) and the degree of cooperation (form of organisation). The aim turns out to be either innovation or compensation, while the organisational arrangements to reach this objective can be oriented at the company level (internal), at companies' own supply chain (vertical) or at cooperation with other companies (competitors or companies in other sectorshorizontal). The typology can assist managers in deciding about the strategic option(s) they want to choose regarding climate change, also based on the insights offered by the paper about the current state of activities of other companies worldwide. 

The solar photovoltaics (PV) industry would not exist without government policies. Governments around the world have implemented  policies to support consumption  of solar energy and production of solar PV products. These policies have  varied  across countries  and  across time, thus contributing  to
regulatory uncertainty. This  article addresses two related questions. First, how does regulatory  uncertainty  in the solar PV industry shape  firms’ market and non-market strategies? Second, how might firms’ responses to this public-policy environment affect technolog- ical development and the locus of manufacturing? Government policies on solar PV, and firms’ strategies to over-come regulatory uncertainty, may have unintended consequences. Firms’ decisions on location and
technology development  may result in loss of employment  and national competitiveness for developed countries; and firms’ market strategies may increase regulatory uncertainty if they do
not involve non-market stakeholders. (Keywords: Government  and Business, Energy Policy, Public Policy, Green Manufacturing, Regulation, Corporate Strategy)

Strategic innovation dynamically brings about strategic positioning through new products, services, and business models and is a dynamic view of strategy that enables a large corporation to maintain its competitiveness and establish sustainable growth. For these reasons, large corporations have to be innovators that can reinforce their existing positions (businesses) through incremental innovation, while at the same time, constantly renew or destroy existing business through radical innovation. From detailed reviews of existing dynamic capabilities theories and further theories deeply related to the characteristics of corporate or organizational capabilities, this article presents a theoretical model of a strategic innovation system as a corporate system capability to enable a large company to achieve strategic innovation. Furthermore, through in‐depth longitudinal case studies , the article also discusses the importance of strategic innovation capabilities to achieve a dynamic spiral of the 2 completely different ordinary and dynamic capabilities on the capabilities map, skillfully use and combine to achieve swift or slow incremental innovation as exploitation, or radical innovation as exploration.

Article analyses the conditions under which resources can be sources of SCA”, with the internal accumulation of assets, capabilities, organizational processes, firm attributes, information, knowledge; controlled by a firm that enable to conceive and implement strategies that improve its efficiency and effectiveness.

Although the stakeholder framework proposes the multidimensionality of corporate social responsibility (CSR) , previous research has yet to investigate the relationship between certain dimensions of CSR and corporate financial performance (CFP) in tourism-related industries. The purpose of this study was to disaggregate CSR into five dimensions based on corporate voluntary activities for five primary stakeholder issues: (1) employee relations, (2) product quality, (3) community relations, (4) environmental issues, and (5) diversity issues, and examine how each dimension would affect financial performance among firms within four tourism-related industries (airline, casino, hotel, and restaurant). While all CSR dimensions were proposed to have positive financial effects, results revealed that each dimension had a differential effect on both short-term and future profitability and that such financial impacts varied across the four industries. The findings can provide tourism managers with insights into which dimensions of CSR activities would improve their companies' financial performance.

Consider th6 issues facing a typical brand manager, product manager, or marketing-oriented CEO: How do I manage the brand? How will my customers react to : r changes in the product or service offering? Should 1 raise price? What is the best way to enhance the relationships with my current customers? Where should I focus my efforts?

Make Rain is a business book that helps salespeople, professionals and entrepreneurs sell more in a shorter space of time. The book looks at the mindset and practice of Rainmakers, the top 20 percent of individuals who seem to bring in the lion's share of the revenue into the firms they work for. Make Rain is split into 180 unique insights into how the Rainmakers do it. Each insight is designed to challenge and encourage the reader to change their thought patterns and habits in order to be successful in business and in life.

“This book fills a gap in the crowded library of books on sales. It is very different from all the other books and in many ways it is also much better. Make Rain is a collection of short one and a half page inspirational messages. Each message can stand alone, so the reader will get value already after the first couple of pages. The value of the book simply accumulates as you turn each page. No other book in my library of books on sales can make such a claim! Make Rain is a great book to have with you everywhere. You can use any break in the day to consume a message or two, but do yourself a favour and think carefully about the messages you read. Each of the messages actually has the potential to change your life – for the better.” Hans Peter Bech, Author of the Amazon #1 bestseller Building Successful Partner Channels.

The real success of Indian democracy is being attributed to its social responsiveness towards all of its citizens. Nevertheless, in the endeavour of sustaining a true and vibrant democracy, the country strives very hard to extent the facilities and benefits to all strata of the society due to its constrained resources. Therefore, the Government of India needs a helping hand from corporate sector to ensure better standard of living of its people. In this regard, the corporate India is expected to play a constructive role by undertaking activities which may ultimately lead to social rejuvenation, development and empowerment of unprivileged people. If this happens, India is very proud to be one of the countries in the world to attain real inclusive growth. Hence, it is felt that Corporate Social Responsibility (CSR) activities of companies are really a key to unlock both economic and social disparities, which in turn, benefits the person in the last mile. Moreover, the Companies Act, 2013 has directed corporate India to work towards a growth based socio-economic-environment development model.

            The present book is an attempt to provide the emerging trends and best practices in CSR implementation, models of partnership, managerial and organizational challenges and issues in monitoring and evaluation of projects related to CSR in the public and private sector.

            I thank all paper contributors for their continued support, encouragement, inspiration to complete this task. Without their help it will be difficult task for me to complete this volume.

  Dr. M. Vasan

This Paper explores and summarises the Director's Duties of the UK Companies Act 2006 with emphasis on "the duty to promote the success of the company.

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in the United Arab Emirates. Dr. Alkhafaji teaches a range of courses with special emphasis on strategic and international management. He is the author of several books and numerous articles on strategic management, corporate governance, and international management, and has received many awards for his research. He has conducted seminars in the United States and abroad. Dr. Alkhafaji is also Founder and Executive Vice President of the International Academy of Business Disciplines (IABD). This book is a result of contributions from many students, graduate and undergraduate, and from other authors of books I have used in the business policy and strategic management areas. They have helped to sharpen my ideas over the years and helped me to acquire the knowledge and expertise to write this book. I am especially grateful to Slippery Rock University for providing good academic environments for teaching and research. My greatest debt and gratitude go to my wife and family for their understanding and support in finishing this project. This project is dedicated to my family whom I love very much. I am also grateful to the students of Slippery Rock University for reviewing various chapters and providing feedback and changes to strengthen the book. A special thank you to Dr. Ron Sardessai, of the University of Houston-Victoria, for his contribution to the book in general and to Chapter 6 in particular. I am indebted to my talented assistants Carrie Kane and Georgette Hinkle for their diligent work in typing and organizing the book into its final format. I also thank the following colleagues, without whose help and support this book would not have been possible:

The revised Principles maintain many of the recommendations from earlier versions as continuing essential components of an effective corporate governance framework. They also introduce some new issues and bring greater emphasis or additional clarity to others. While some of the Principles may be more appropriate for larger than for smaller companies, it is suggested that policymakers may wish to raise awareness of good corporate governance for all companies, including smaller and unlisted companies.
The Principles provide guidance through recommendations and annotations across six chapters:
I)  Ensuring the basis for an effective corporate governance framework; The chapter emphasizes the role of corporate governance framework in promoting transparent and fair markets, and the efficient allocation of resources. It focuses on the quality and consistency the different elements of regulations that influence corporate governance practices and the division of responsibilities between authorities. In particular, new emphasis is placed on the quality of supervision and enforcement. The chapter also includes a new principle on the role of stock markets in supporting good corporate governance.
II)  The rights and equitable treatment of shareholders and key ownership functions; The chapter identifies basic shareholder rights, including the right to information and participation through the shareholder meeting in key company decisions. The chapter also deals with disclosure of control structures, such as different voting rights. New issues in this chapter include the use of information technology at shareholder meetings, the procedures for approval of related party transactions and shareholder participation in decisions on executive remuneration.
III)  Institutional investors, stock markets and other intermediaries; This is a new chapter which  addresses the need for sound economic incentives throughout the investment chain, with a particular focus on institutional investors acting in a fiduciary capacity. It also highlights the need to disclose and minimize conflicts of interest that may compromise the integrity of proxy advisors, analysts, brokers, rating agencies and others that provide analysis and advice that is relevant to investors. It also contains new principles with respect to cross border listings and the importance of fair and effective price discovery in stock markets.
IV)  The role of stakeholders in corporate governance; The Principles encourage active co-operation between corporations and stakeholders and underline the importance of recognising the rights of stakeholders established by law or through mutual agreements. The chapter also supports stakeholders’ access to information on a timely and regular basis and their rights to obtain redress for violations of their rights.
V)  Disclosure and transparency; The chapter identifies key areas of disclosure, such as the financial and operating results, company objectives, major share ownership, remuneration, related party transactions, risk factors, board members, etc.  New issues in this
chapter include the recognition of recent trends with respect to items of non-financial information that companies on a voluntary basis may include, for example in their management reports.
VI)  The responsibilities of the board; The chapter provides guidance with respect to key functions of the board of directors, including the review of corporate strategy, selecting and compensating management, overseeing major corporate acquisitions and divestitures, and ensuring the integrity of the corporation’s accounting and financial reporting systems. New issues in this chapter include the role of the board of directors in risk management, tax planning and internal audit. There is also a new principle recommending board training and evaluation and a recommendation on considering the establishment of specialized board committees in areas such as remuneration, audit and risk management.

Various taxing power-related challenges have negatively affected the governance of state and federal governments of Nigeria since1999 to date. For instance, the poor drafting of the Nigerian constitution of 1999 and the failure on the part of the policy makers to adequately distinguish and delineate the taxing powers of the state and federal governments has given rise to sharp divisions and jurisdictional conflict-related litigation. Accordingly, the article examines these and other related flaws in the Nigerian and Ethiopian tax laws. Moreover, the relevant constitutional provisions in these countries are comparatively discussed to, inter alia, recommend possible measures that could be employed to remedy such flaws in Nigeria and Ethiopia. In this regard, it is submitted that the Nigerian tax laws and the Nigerian constitution of 1999 should be amended to provide a clear position on the taxing powers for both state and federal governments. Lastly, the authors submit that the Nigerian policy makers should consider adopting the Ethiopian model for the allocation of taxing powers.

This article reports on the strategic adjustments undertaken by the larger firms of 5 European, 3 Asian Pacific, and the U.S. textile mill products companies during the 1960s and 1970s, and examines several of the underlying reasons for the gradual decline in the U.S. industry's international competitiveness. The study's basic conclusions are that the majority of the foreign textile industries view customer markets differently than the U.S. industry; that they place different emphasis on technology, production, marketing, and strategic planning; and that they have different relationships with their governments than U.S. firms do. The implications of these findings are discussed, and corporate strategy recommendations that are designed to enhance the future international competitiveness of the U.S. industry are presented. * Many industries of the United States are being seriously challenged by foreign INTRODUCTION competitors and the economic and political actions of their governments. Although the relative weakening in the competitiveness of some U.S. industries spans several decades, the situation became particularly evident and critical in the 1970s. Apparel, automobiles, chemicals, steel, electronics, and textile machinery are just a few of the U.S. industries that have seen their international competitive positions erode.1 The principal reasons put forward to explain this deterioration in competitiveness reflect the complexity of the problems confronting U.S. industries. These reasons include charges of "unfair competition," aided and abetted by foreign governments; the restructuring of specific industries as a result of foreign government policies and intervention; declines in the quality of U.S. products, U.S. productiv-*Brian Toyne, the

The apartheid state's selective intervention to shape South Africa's industrial development around the minerals energy complex included the establishment and support of state-owned enterprises in chemicals and steel in the form of Sasol and Iscor. Both of these companies were privatised at the end of the 1980s and appear to be infant industries that have grown-up. Under democracy, we find the corporate strategies of the two companies to have been very important in the continued skewed resource and energy oriented industrial development path of South Africa. Our evaluation of industrial policy through the lens of its engagement with, and impact on, the decisions of these two companies reveals it has largely failed to come to terms with the interests and power of these companies and the implications for the economy.

In order to test the moderating role of corporate strategy and industry environment in the effect of liquidity on investment for Portuguese manufacturing firms, we developed a multiple linear regression model for panel data. It is a static model with three types of variables: financial; strategic/environmental; and interactive. The estimated model was validated through the Breusch-Pagan/Cook-Weisberg and Wald Modified tests (heteroscedasticity tests), Lagrange Multiplier (industry random effects test, using the two-digit National Classification of Economic Activities), Hausman robust test (fixed effects model vs. random effects model test) and likelihood-ratio test (joint effect of industry and time test). The statistical processing of the data revealed that a company’s strategy (diversification and innovation) and the industry environment (growth) moderate the effect of liquidity on investment, which can be explained by the effect of these factors on the cost of asymmetric informat...

Purpose – This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. Design/methodology/approach – This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. Findings – The competitive environment is improving, but the high levels of turbulence mean that an increasing number of media firms believe that they are adapting too slowly to change. Practical implications – The paper provides strategic insights and practical thinking that have influenced some of the world’s leading organizations. Originality/value – The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

Since late-1960s stevedoring operations assumed a dramatic importance for shipping lines, who have been securing dedicated berths for some decades. Over the last 20 years, the institutional turn in ports drove the overseas expansion of pure stevedoring companies. For quite a long time carriers and stevedores fiercely battled each other both for bargaining contractual arrangements and for securing new concessions in the key port areas. Currently this scenario is slowly changing and some early-forms of partnership are coming out. This paper analyses the different pathways through which carriers satisfy their needs of handling services. Based on 2006 data it empirically demonstrates the growing resort to such forms of cooperation both contractually and via equity ventures.

Purpose-The paper aims to address the following questions: "How is value created within a firm?" and "Is the distinction between competitive and corporate strategy helpful in considering the processes of value creation?" Design/methodology/approach-The paper distinguishes five value-creating activities within the firm. Three are involved in the process of current value creation, one is directed at the maintenance of the firm and the other activity is concerned with the creation of future value. These processes of value creation are then explored from the perspective of corporate and business levels of strategy by considering whether these activities can be tightly or loosely coupled. Findings-The paper argues that decisions regarding loosely or tightly coupled value-creating activities should belong to the realm of corporate strategy and that this "corporatising" choice involves trade-offs in terms of responsiveness and cost. Practical implications-The arguments in this paper can be used by managers to help them think through the consequences of any corporate level strategy decisions they may envisage taking. Originality/value-This paper addresses traditional strategic management questions by building on a range of literatures, and proposes an original and meaningful way of examining the role of corporate and competitive strategy.

In an era when collaboration is key to business prosperity, the ability to develop one truly coherent and agile brand lived by its employees and delivered to the external stakeholders has become extremely challenging. Unity between the internal brand and a company's external image, when change is the only constant, has nearly vanished. The marketing function is frequently being underemphasised at the board level. Furthermore existing approach to leading business devalues the importance of marketing and its role in leading organisational change. This paper is about how marketing can partner with organisational leadership for a mutually beneficial exchange of skills and capabilities in order to be able to reinvent organisations rapidly enough to cope with shifts in the external business environment and create a sustainable future for the business. From an interpretivist perspective, the current paper explores the novel concept of "leadership marketing", which challenges the conventional view of marketing and leadership as two separate fields and offers a holistic approach for business management and brand alignment.

This study examines the influence of backward-looking, reference-dependent decisions on forward-looking capital allocation investment choices across business units within a firm. Specifically, we develop an integrated behavioral framework for predicting how aspirations for business unit performance affect the efficiency of the internal capital allocation process. Results suggest that, contingent on dispersion in business unit performance and on firm slack, performance aspirations have pervasive effects; current performance above and below aspirations influences the efficiency of the allocation process. Given that prior examinations of aspiration-driven behavior have generally focused on changes in strategic organizational actions (e.g., R&D investment) without further considering the quality or appropriateness of such actions, this study contributes by also focusing on the appropriateness of capital allocations with clear implications for allocation efficiency.

Are you inspired by the current job you are doing day in and out? Would you say your job fulfills you? Do you really like working in the company, where you are employed and are you fully with it?

Few people can answer these questions with a clear YES. The opposite is the case. The number of people who enter wholeheartedly the front door of a company every day being fully inspired is evanescently low. That’s sad, but true.  Most of the people work in their current job, because they “have to”. Well, the money has at least to be earned somewhere in order to be able to pay the rent, own a car and go on holiday with the family. Therefore it seems to be just normal to endure pressure and stress. Those who think that a job should be fulfilling are being laughed at and asked to keep on dreaming, right?

But what if something else was possible? How would a company look like in which employees were inspired, fulfilled and satisfied? How would an organization of next culture look like?

I introduce the term ‘End-to-End Strategy’ to capture how we approach strategy design, development and delivery with our clients. End-to-End Strategy is a holistic and rigorous approach to strategy. It addresses all the necessary steps in the strategising activities of an organisation, where the intention is not only to envision future strategic paths, but also to translate these strategies into concrete reality, and align the essential elements of the organisation – structure, systems, process, culture, competence and the business model – with the strategy, vision and organisation purpose.

End-to-End strategy is designed to assist the Board, the CEO and the directors of the organisation with the shaping of its corporate and operational strategies, the alignment of the organisation with strategy, the implementation of strategy and the measurement and delivery of strategic objectives, initiatives and plans.

The total quality management (TQM) movement appears to be gaining more converts than management by objectives (MBO), quality circles or any of the management "practices " of yesteryear. Its appeal lies in the fact that it seems to offer a systematic approach to improving the strategic and operational performance of the organisation, an approach which appears attractive to accountants, marketers and production managers alike. Indeed, many enterprises are instituting organisation-wide TQM programmes which link the various functional disciplines in a unified effort to improve performance. When examining TQM, it is easy to see its wide appeal. Essentially, it embraces the core philosophies of good strategic management. Boyett and Conn[l] define it as "... a customer-focused, strategic and systematic

Business is affected by different factors which collectively form the business environment. These include economic, social, legal, technological and political factors. Business environment is therefore, the total of all external forces, which affect the organization and the business operations Environment opportunity are the favorable factors exist in the external environment. Any company which has been proactively monitoring the external environment will surely try its best to utilize or capitalize the available opportunities. However, any opportunity can turned into threat if a direct competitors capitalize on it. Therefore, the time factor is important and should be considered while formulation and execution of strategies.

Erfolgreiche Produkte, zufriedene Kunden, glückliche Aktionäre: Unternehmensleitungen haben viele Baustellen auf dem Weg zum langfristig profitablen Unternehmen zu meistern. Diese vielfältigen Herausforderungen erzwingen dynamische Strategien, die auf einem starken Fundament stehen.

Mit dem Klassiker der Strategie-Instrumente, der SWOT-Analyse, können solche Strategien in wenigen Schritten entwickelt werden. Strategie-Experte Gunther Wolf beschreibt in seinem Fachbuch „Die SWOT-Analyse – Erfolg im strategischen Controlling“ die Grundlagen der Methode und gibt wertvolle Praxistipps.

Wolf, Gunther: Die SWOT-Analyse. Erfolg im strategischen Controlling. Short Method. Hamburg: quayou Verlag 2015. ISBN EPUB: 978-3-95836-620-6, ISBN PDF: 978-3-95836-120-1.

In 2013 DELL announced that it would go private after being publically traded for more than twenty-four years on the stock exchange (Gugliemo 2013). This paper identifies that this strategic move on behalf of DELL management cannot be adequately analysed and understood by the ‘productionist’  concepts of ‘commodity’ and ‘product’ chain (Porter 1985; Gereffi 1996, 2002). On the basis of DELL’s openly available fiscal reports (2008- 2012) I suggest that DELL lacked a coherent corporate strategy during the last period. This is primarily due to the short-term pressures that ‘financialisation’ places on management. The move to go private must be understood as a way to develop a longer term strategy without the pressures to deliver ‘shareholder value’.

Institutional and market changes seem to force hospitals across the Western world to revitalize their corporate strategies towards more cost efficiency on the one hand, and more flexibility towards customer demands on the other hand. Hospitals, however, apparently differ in the extent to which they are able to implement such strategies effectively. This paper explores whether these different levels of effectiveness depend on how hospitals' top managers' use of the available management information systems (MIS). Based on data obtained from the 218 CEOs of public hospitals in Spain, we analyze how CEOs' professional and educational backgrounds affect their use of MIS, and how the use of the MIS subsequently supports or inhibits the implementation of these strategic goals. The results indicate that CEOs with a predominant clinical background focus more on non-financial information for decision-making and prefer an interactive style of using MIS, which together support flexibility strategies. CEOs with a predominant administrative background seem more effective in establishing cost-reduction strategies, through their larger inclination to emphasize financial information in combination with a diagnostic use of the MIS. Implications for the strategic management of hospitals are outlined.

Purpose – The purpose of the study is to examine the influence of multiple factors on the green purchase intention of customers in Australia. Design/methodology/approach – A conceptual model is proposed and was subjected to empirical verification with the use of a survey of metropolitan and regional households in Victoria, Australia. The data were analyzed using both descriptive measures and

Sustainable Business: Key Issues is the first comprehensive introductory-level textbook to address the interface between environmental challenges and business solutions to provide an overview of the basic concepts of sustainability, sustainable business, and business ethics. The book introduces students to the background and key issues of sustainability and suggests ways in which these concepts can be applied in business practice. Though the book takes a business perspective, it is interdisciplinary in its nature and draws on knowledge from socio-economic, political, and environmental studies, thereby providing a practical and critical understanding of sustainability in the changing paradigm of global business. It goes beyond the conventional theories of sustainability and addresses critical issues concerned with population, consumption, and economic growth. It discusses realistic ways forward, in particular the circular economy and Cradle to Cradle frameworks.

The book is both a theoretical and practical study guide for undergraduate and postgraduate international students of broad areas of sustainability, teaching ways to recognize opportunities for innovation and entrepreneurship at the intersection of environmental, economic, ethical, and social systems. It takes a strategic approach in applying the power of business methods and policy to address issues of global importance such as climate change, poverty, ecosystem degradation, and human rights.

This textbook is essential reading for students of business, management, and sustainability courses. It is written in an engaging and accessible style, with each chapter including case studies, discussion questions, end of chapter summaries, and suggestions for further reading. This new edition is updated throughout, and contains an additional chapter on the circular economy.