Entrepreneurial Orientation, Strategic Improvisation, Talent Management And Firm Performance

Abstract

The Malaysian Government has acquired a large shareholding in several Malaysian companies to meet national aspirations, social concerns and global challenges. Known as 'Government-Linked Companies' or GLCs, have a part in ensuring Malaysia to achieve its ambition of becoming a developed country by the year of 2020. For the GLCs to sustain in the industry it is operated, it has to find ways to optimize the best practices such as in entrepreneurial orientation, strategic improvisation and talent management that can improve its organization competencies, particularly the performance. The sample includes all of the twenty six (26) public listed companies of the GLCs in Malaysia. The study uses a structured questionnaires to collect the data from the firms meeting the criteria of government linked companies or GLCs, the disproportionate sampling technique employed is to choose 5 executives from each company, making a total of 520 respondents. Results showed all hypotheses were supported; therefore, GLCs should ensure the favorable results to give the right priority to the implementation of the best practices in order to improve organizational performance.

Establishing a highly competitive university: a strategic management perspective

“…Furthermore, the finding of this study is consistent with a RBV (Barney, 1991) also in line with the previous literature (Ahmad et al, 2015;Bethke-Langenegger et al, 2011;Fakhr El Din, 2013;Kehinde, 2012;Lyria, 2015;Maya and Thamilselvan, 2013).…”

“…Some of these studies include Cascio and Boudreau (2016), Collings (2014), Collings and Mellahi (2009), Collings et al (2015), Gallardo-Gallardo et al (2015), Lewis and Heckman (2006), Lyria (2015), Nijs et al (2014), Poorhosseinzadeh and Subramaniam (2013), Sparrow and Makram (2015), as well as Thunnissen et al (2013). Additionally, few others reported a positive association between talent management and performance of organisation (Ahmad et al, 2015;Bethke-Langenegger et al, 2011;Fakhr El Din, 2013;Haghparast et al, 2012;Kehinde, 2012;Lyria, 2015;Maya and Thamilselvan, 2013;Singh and Sharma, 2015;Taie, 2015).…”

The Moderating Impact of Organizational Identity Strength between Strategic Improvisation and Organizational Memory and Their Effects on Competitive Advantage

“…Previous studies have made efforts to examine the relationship between SI and firms' competitive advantages. Ahmad, Arshad, and Marchalina [47]-using data collected from government-linked companies in Malaysia-argue that strategic improvisation and talent management are positively related to companies' competencies and firm's performance. Similarly, Mahmood and Baker [9] argue that strategic improvisation has a strong positive relationship with SME's performance with high entrepreneurial self-efficacy.…”

“…Second, our study adds insights into SI literature. To date, much of the works on SI have focused on analyzing antecedents of SI [47,92,93] in order to understand how SI happened, but one hitherto understudied aspect is the mechanism of its effect on organizations. Some studies tended to examine contingent factors outside organizations such as environment turbulence and information flow.…”

The effect of Leaders Strategic Improvisation and TQM on SME’s Performance: Examining Mediating Role of Corporate Entrepreneurship

“…It has a potential to increase the organization's capital by merging the flexibility and innovation to standard practices. By implementing the practice of innovation, organizations can gain insight into how different individuals and groups adjust and cope according to the ever-changing customer demands and perform under time constraints while still maintaining flexibility (Ahmad, Arshad, & Marchalina, 2015).…”