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Flexibel und international
(2016)
The business environment is one of the key determinants for the choice of the market entry form and, thus, the go-to-market approach of international companies. It, therefore, drives the business model design of all active companies in the respective markets. The situation in the business conditions across Sub-Saharan Africa (SSA) is very heterogenous, however, mostly on a low level by international standards. In the past few years, African countries have embarked on a dynamic journey of improving their business environment, increasingly facilitating business operations. Despite these positive developments in the business environment, like more efficient customs clearing processes and improving governance, in Sub-Saharan Africa, local and international companies still need to find operational work-arounds and often require business model adaptation to deal with challenges arising from the business environment.
In recent years, Africa has increasingly become the focus of attention for political decision-makers, managers, and management scholars. This diverse and multi-faceted continent consists of 54 countries, 49 of which make up Sub-Saharan Africa. The countries differ on many levels, such as geographic size and location (landlocked vs. sea access), demographics, economic size and dynamics, level of social development, degree of urbanization, and culture. There is often a tendency to emphasize the manifold challenges African countries face such as political instability, regulatory complexities, lack of skilled labor force, or infrastructural gaps. However, the challenging business conditions should not obscure the fact that Africa is one of the most dynamic regions of the world and has recently gained more attention from international companies for many interwoven reasons (Amankwah-Amoah et al., 2018; Boso et al., 2018; Mol et al., 2017).
This article discusses the behavioral theory of firms and how it lays the foundation for behavioral strategy, which combines elements of social psychology and cognitive frameworks with strategic management principles and practices. The goal is to highlight key contributions from various authors by comparing their work. Emphasis is placed on the behavioral theory of firms and its significance to behavioral strategy that integrates social psychology and cognitive aspects with strategic management practices. However, this area of study is still relatively untapped, and more research is needed to develop comprehensive approaches.
Emotions in strategy
(2024)
This literature review focuses on the role of emotions in behavioral strategy research. Emotions arise from various appraisals and can be viewed from different perspectives, from individual to interpersonal, group, and organizational levels. The relationship between emotions and strategy is crucial because strategic shifts can evoke emotions that impact the success of strategy implementation. While the significance of emotions in the workplace has often been overlooked in past strategy discussions, recent research has started exploring innovative concepts, such as emotional aperture, to understand the interplay between emotions and strategy. This includes considerations of hierarchy levels, leadership styles, company size, and global contexts.
System dynamics (SD) is a methodology aimed at providing insights into complex systems across various fields of study. This article offers an overview of the current state of research and the practical significance of SD in strategic management (SM). It endeavours to explore diverse research areas and identify fields of application for SD in SM through a systematic literature review. This is done to determine the extent and means by which SD can add value to SM.
Platform business models have become highly popular; they are used by half of the world’s ten largest companies by market capitalization. The challenge for established companies is that running a platform business is different from running a product business. A platform business requires building an ecosystem of various constituents with differing interests: customers, the company’s internal product teams, and partners. Based on an in-depth case study of Salesforce Platform, this briefing illustrates one approach to balancing the interests of these constituents.
This chapter informs about leadership and knowledge-transfer expectations in China. Specifically, this chapter unveils the impact the ancient and the modern Chinese education systems have on perceptions of hierarchy and manager-employee relationships. It will be illuminated how the trust formation process between managers and employees is facilitated in China and how it differs from the one in Western countries. There will be an overview on the main constituents of Chinese leadership as well as on different leadership styles and its main implications. Contextual factors, such as generation, industry, and geographic differences, will be considered. Finally, this chapter provides a guideline on how to successfully transfer knowledge in Western-Sino manager-employee relationships including culture-specific concepts such as guanxi and face.
This paper compares the sustainability claims made by soccer mega event organizers FIFA and UEFA against the realities of the 2022 Soccer World Cup in Qatar and the 2024 UEFA European Soccer Championship in Germany. The comparison reveals massive discrepancies between the two perspectives. While acknowledging efforts made in both instances, the paper concludes that Qatar primarily engaged in sports washing, using the sustainability goals outlined for the World Cup as a tool for this purpose. Also Germany, though more ambitious and successful in its sustainability efforts, still has room for improvement. Here the ambitions were set higher in order to achieve a lasting, heightened awareness of sustainability among all stakeholders in the long term.
Der konzeptionelle Beitrag gibt einen Überblick über den Stand der Forschung zum Einsatz des Supervised Machine Learning im Kontext von nachfragerbezogenen Marketinganalysen. Der Artikel befasst sich dabei mit dem Funktionsprinzip und der Systematisierung dieses Gebiets und identifiziert Praxisanforderungen aus beiden Fachrichtungen. Diskutiert werden etwa marketingspezifische Anwendungsvoraussetzungen für das Supervised Machine Learning, technische Rahmenbedingungen sowie Methodiken zur Erzeugung von Modelltransparenz. Ebenso werden dahingehende Limitationen erörtert, beispielsweise mögliche Verzerrungen in Nachfragerdaten. Die Untersuchungsergebnisse leisten so einen Beitrag für ein differenziertes Verständnis des Anforderungsspektrums im analysierten interdisziplinären Anwendungsgebiet.
