Strategy & Leadership Table of Contents for Strategy & Leadership. List of articles from the current issue, including Just Accepted (EarlyCite)
- How responsible research can improve management decision makingpor Russell Craig el julio 23, 2024 a las 12:00 am
We encourage CEOs to exercise greater care when using research to inform their decision-making. For analytical framing, we draw on published literature to highlight three common inadequacies of research in leadership and management (lack of relevance, lack of credibility, and obsession with theory). We distinguish between three broad types of research: responsible research, irresponsible research and aresponsible research. When commissioning research or using research findings, CEOs should be guided by a six-point checklist that includes applying the principles of responsible research advocated by the Responsible Research for Business Network. We believe we are the first authors to propose the concept of aresponsible research
- Metaverse: the post--hype futurepor Anthony Marshall el mayo 7, 2024 a las 12:00 am
Beyond its initial hype, and based on original new surveying, this paper explores the impact of metaverse on business in the medium to long-term. IBM Institute for Business Value, in collaboration with Oxford Economics, surveyed 400 C-Suite executives, (CEOs, CIO/CTOs and CMOs) in the U.S. across 25 industries on their investments in metaverse, business cases and outcomes. Metaverse was extremely fashionable, now far less so. Both extremes are inappropriate. Metaverse, especially as a B2B strategy, has an important role to play in an organizations' strategy. Many businesses are making investments in metaverse. They should continue. Metaverse impacts extends beyond B2C applications into the B2B workplace. This work is completely original, based on new data and analysis that has not been published elsewhere.
- The relationship between coaching behaviors by situational leaders and new employee engagementpor Michael Woodard el mayo 2, 2024 a las 12:00 am
Research suggests that leaders influence employee engagement and their connection to the organization, their manager and their team. However, the influence of leadership behaviors on new employees requires further investigation. This nonexperimental, cross-sectional, quantitative, exploratory study examined Situational Leadership II (SLII) behaviors, specifically the Coaching (S2) style and new employee engagement. New employees that had worked with medium-sized organizations (100 to 999 employees) for less than a year were surveyed using the Leadership Action Profile II (LAPII; The Ken Blanchard Co., 1979) and the Utrecht Work Engagement Scale-9 (UWES-9; Schaufeli and Baker, 2003). Regression analysis was used to determine the degree to which the SLII leaders’ behaviors explained new employee engagement. The research question and hypotheses explored the gap between SLII behaviors and new employee engagement. The findings of this research indicated a positive relationship between the SLII leadership style of Coaching (S2) and new employee engagement. It is important to engage new hires in order to reduce turnover. The SLII leadership style of Coaching (SW) was studied and in relation to new employee engagement. New hire engagement (those working for an organization for less than a year) is not an area that has been studied in relation to coaching in medium sized organizations and this article contributes to the literature.
- Strategic communication & corporate sustainability within global supply chainspor Leon Prieto el abril 26, 2024 a las 12:00 am
The article aims to explore the transformative journey of AcmeTech Manufacturing, a fictional company influenced by real-life events, from environmental negligence to adopting sustainable and responsible business practices. By examining AcmeTech's strategic communication and sustainability initiatives, the study seeks to highlight the importance of integrating sustainability within global supply chains and the role of strategic communication in building stakeholder trust and achieving corporate sustainability goals. This research adopts a case study methodology, focusing on AcmeTech Manufacturing as a representative example. The case study approach allows for an in-depth exploration of AcmeTech's challenges, strategies and outcomes in its pursuit of corporate sustainability. Drawing from real-life events, the study delves into the company's transformation, its commitment to transparent communication and its efforts to incorporate sustainable practices within its global supply chains. AcmeTech Manufacturing, once criticized for its environmental negligence, has embarked on a comprehensive sustainability journey. Recognizing the erosion of stakeholder trust due to past actions, the company has prioritized transparent and strategic communication of its sustainability efforts. AcmeTech's commitment extends beyond internal changes, emphasizing the importance of its global supply chains in its overall environmental impact. By adopting a Cooperative Advantage approach, rooted in the philosophy of ubuntu, AcmeTech not only addresses its environmental challenges but also strives to become a leader in sustainable manufacturing practices. The article offers a unique perspective by combining the concepts of strategic communication and corporate sustainability within the context of global supply chains. Using the fictional case of AcmeTech Manufacturing, influenced by real-world scenarios, the study introduces the Cooperative Advantage approach, rooted in the African philosophy of ubuntu. This approach emphasizes the interconnectedness of all stakeholders, promoting a people-centered strategy to sustainability, making the article a novel contribution to the discourse on corporate sustainability.