A strategic management framework of tangible and intangible assets

Greco, Marco; Cricelli, Livio; Grimaldi, Michele

doi:10.1016/j.emj.2012.10.005

Cited by 94 publications

(69 citation statements)

References 39 publications

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“…Strategizing is a cognitive or decisional process that leaders undertake for the successful management of their companies (Jarzabkowski, 2005;Whittington, 2006;Greco et al, 2013;Gavetti, 2012). The concept refers to the exercise of logic and activities, practices and organizational routines (such as data analysis, meetings, discussions), by means of which a strategy is decided, either deliberately or through its simple emergence (Mintzberg, 1978;Johnson et al, 2003;Maitlis and Lawrence, 2003;Hendry et al, 2010).…”

Section: Definition Of Strategizingmentioning

confidence: 99%

Strategic thinking and business innovation: Abduction as cognitive element of leaders’ strategizing

Calabrese

Costa

2015

Journal of Engineering and Technology Management

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Section: Definition Of Strategizingmentioning

confidence: 99%

Strategic thinking and business innovation: Abduction as cognitive element of leaders’ strategizing

Calabrese

Costa

2015

Journal of Engineering and Technology Management

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“…Organizational resources consist of the tangible 208 Q. Xu, S. Liu, and Z. Wu resources like funds, knowledge, talents and intangible resources liked the institution, culture, strategy [4]. Since resource is the foundation of competitive advantage, the more scarce resource the firm controls, the more innovative capability the firm performs [5].…”

Section: The Structure Of Innovative Capabilitymentioning

confidence: 99%

How Managerial Capabilities of Entrepreneur Leverage Innovative Capability of SMEs: A Perspective of TIM

Liu

2015

Lecture Notes in Electrical Engineering

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Abstract. As economic development increasingly relies on the innovation of the firm, firms are required to improve innovative capability to survive in the market. Small and medium-sized enterprises (SME) play a critical role in the transition of a developing country. It is essential for SME to leverage innovative capability in long-term growth and survival, and the role of the firm's entrepreneurs play the key role for leveraging innovative capability. Yet at present little is known about the relationship between the managerial capabilities of entrepreneurs and the innovative capability of the firm. This paper contributes to the understanding of the innovative capability leveraging of an organization by developing theory about the interplay between managerial capabilities of the entrepreneur and the firm's TIM capability.Keywords: total innovation management (TIM), managerial capabilities of entrepreneurs, innovative capability. Introduction The Issues of Technology Innovation in SMEs in ChinaAs economic development relies on the innovation of the firm, firms are required to conduct innovation to survive in the market. The manufacturing industry perform the main driving force of economic growth and social development, and small and medium-sized enterprise (SME) play a key role in the transition of a developing country [1]. In other words, it is essential for SME to leverage innovative capability in long-term growth and survival. However, it is difficult for SME to leverage innovative capability, because the capability is a comprehensive system that consisting of many elements, such as strategy, organization, technology, culture, institution, and entrepreneurship. Therefore, SME tend to undertake TIM (Total innovation management) to adjust the new complex and changeable environment [2]. The Structure of Innovative CapabilityAccording to the resource-based theory, firms perform heterogeneously, because the resources they control are different [3]. Organizational resources consist of the tangible 208 Q. Xu, S. Liu, and Z. Wu resources like funds, knowledge, talents and intangible resources liked the institution, culture, strategy [4]. Since resource is the foundation of competitive advantage, the more scarce resource the firm controls, the more innovative capability the firm performs [5]. It is also important for the firm that how the resource allocated and utilized in the organization. However, even though with the same quality and quantity resource, enterprises perform differently. One the most important resource, entrepreneurs, should be considered specially. Moreover, the entrepreneurs are directly and indirectly responsible for the resource allocation, so they play a critical role in leveraging innovative capability of the organization. The Important Roles of Entrepreneurs in Leveraging Innovative CapabilitiesThe entrepreneurs reside at the strategic apexes of its organization, and their talent, ability, and action are ultimately responsible for key resource utilization [6]. Therefore, there is a relationship b...

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“…Network Process (ANP) may be used in place of AHP; ANP is an evolution of AHP and takes care of criteria interdependencies in enhanced way (Saaty & Vargas, 2006;Greco, Cricelli, & Grimaldi, 2013). Utility of other MCDM techniques may also be explored.…”

Section: Way Forwardmentioning

confidence: 99%

Risk leveling in business environments - A novel approach for macro risk management

Rasheed

Wang

Yaqub³

et al. 2015

JIEM

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Abstract:Purpose: The purpose of this study is to presents a specialized risk management approach and a structured risk management methodology for optimizing the macro business environments in turbulent business spheres.Design/methodology/approach: In this work, we present a specialized approach called 'Risk Leveling', and an organized risk management methodology known as 'Risk Leveling in Business Environments (RLBE)'. The Risk Leveling approach guides on how to deal with the contextual turbulences in order to attempt the ideal business settings, and the RLBE methodology provides an operational procedure to evaluate and manage the macro risks in a designated way.RLBE follows a multi-tier approach towards divergent risks and focuses on balancing the risky macro environs facing the business (segment). While observing risk mitigations, this approach recommends utilizing the available resources in a systematic and efficient way. The RLBE procedure directs how to reduce the risks to match them with the enterprises' risk tolerance; it also attempts to diminish the mutual risk disparities giving rise a context in which no risk is seen too big or too small comparative to the others. In order to actualize the desired, the RLBE process utilizes a mix of group decision methods (i.e. Brainstorming, Delphi, Three Point Estimates), analysis tools (i.e. Analytical Hierarchy Process (AHP)), and philosophies (i.e. As Low As Reasonably Practicable (ALARP)) in an orderly fashion.-738-Journal of Industrial Engineering and Management -http://dx.doi. org/10.3926/jiem.1293 Findings: Risk Leveling procedure presented in the study adopts the standard risk management process, attempts to pacify macro risks, and strives to achieve risk leveled environments for the industry. During its course to pursue the best business settings, RLBE favors to conserve the scarce organizational resources by utilizing them systematically.Originality/value: This approach can be practiced by the regimes to pacify and regulate the macro risks in the turbulent market segments.

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A strategic management framework of tangible and intangible assets

Cited by 94 publications

References 39 publications

Strategic thinking and business innovation: Abduction as cognitive element of leaders’ strategizing

Strategic thinking and business innovation: Abduction as cognitive element of leaders’ strategizing

How Managerial Capabilities of Entrepreneur Leverage Innovative Capability of SMEs: A Perspective of TIM

Risk leveling in business environments - A novel approach for macro risk management

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