Factors restricting success of strategic decisions

Taslak, Soner

doi:10.1108/09555340410524256

Cited by 10 publications

(3 citation statements)

References 22 publications

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“…To su čimbenici prepreka ili kamen spoticanja, što otežava organizaciji da ostvari svoje ciljeve i bude tamo gdje želi u godinama koje dolaze. Mnoge su empirijske studije (Taslak, 2004) i (O'Regan & Ghobadian, 2002) i predložili neke potencijalne vanjske i unutarnje probleme, koje se nazivaju i barijerama, a koji utječu na provedbu strategije. Te barijere ovise o vrsti strategije, vrsti organizacije i prevladavajućim okolnostima koji se mogu izbjeći ako se razvoj strategije poveže s provedbom.…”

Section: Pregled Literatureunclassified

“…Taslak je ispitivao probleme provedbe strategije u turskoj tekstilnoj industriji. Otkrio je da se šest problema često događalo u tim poduzećima (Taslak, 2004). Provedba im je oduzela više vremena nego što je prvotno planirano; nekontrolirane sile u vanjskom okruženju; natjecateljske aktivnosti odvratile su pozornost od provedbene odluke; problemi nisu dovoljno rano priopćeni najvišem menadžmentu; isplivali problemi koji ranije nisu bili identificirani; a ključni formulatori strateške odluke nisu igrali ključ ulogu tijekom postupka provedbe.…”

Section: Pregled Literatureunclassified

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Obstacles to the Implementation of the Crown Law on the Small and Medium Enterprise Business in Bosnia and Herzegovina

2021

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In the world economy, small and medium sized entreprises (SMEs) dominate in the number of overall enterprises (90-99% of all enterprises, depending on the definition used) and in economic contributions (GDP growth, productivity, job creation, innovation, level of competition, etc.) (Lundström i Stevenson, 2001). Because small businesses generate jobs, tax revenue, functional products, charitable donations, technological development, and social contributions to communities, their success and sustainability are important for social and economic development. In addition to the impact on public health, coronavirus disease 2019 (COVID-19) caused a major economic shock and the greatest consequences were felt by the small and medium-sized enterprises. Due to the crisis caused by the Covid-19 pandemic, countries and their companies are facing major problems of human and business capacities sustainability. Although governments have enacted private sector policies, there are constraints that have direct implications for economic growth potential. In this paper, we investigate the impact of COVID-19 on SMEs in Bosnia and Herzegovina, focusing on the impact of the Law for mitigation negative economic consequences, better known as the Crown-Law. We first examined how the companies performed this year compared to the previous year, and then we examined whether there were barriers to the implementation of the Crowv-Law and if so, whether they were internal or external. The results of this research point to the fact that the Crown-Law is not good enough. The measures are not in line with the strategic needs of SMEs, there is a time limit and the measures are short-term. The SME development strategy should be coordinated based on the mechanism of public-private dialogue. SMEs need business services to improve their competitiveness (information, consulting, training, accounting, legal services, advertising, marketing, technical and technological services, including testing standards and certification requirements abroad, product upgrades, etc.). The results of this research provide some information of the business results and expectations of SMEs in times of crisis, while offering insight into measures designed to aid recovery. The results highlight the role that the length of the crisis will play in determining its final impact, which policymakers should consider when considering the scale of interventions needed. On the other side, the Covid-19 pandemic has opened up new challenges, but also opportunities for SMEs, such as technological advances that create new products and transform almost every phase of the business from manufacturing to marketing, procurement and logistics. Currently, only a small part of the SME sector is able to recognize and seize these opportunities and meet the challenges.

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Section: Pregled Literatureunclassified

Obstacles to the Implementation of the Crown Law on the Small and Medium Enterprise Business in Bosnia and Herzegovina

2021

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“…Strategic decision making process is affected by firm characteristics which include structure, size, age, culture, and inertia (Taslak, 2004;Adner & Helfat, 2003). For example formal structures reduce TMT political dynamics and increase TMT rationality in decision making (Shrivastava & Grant, 1985).…”

Section: Organizational Characteristicsmentioning

confidence: 99%

TMT Cognitive Capability and Organizational Outcomes: A Theoretical Review

Mutinda¹,

Kilika²

2019

IBR

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Extant strategic management literature has followed two divergent paradigms. One is based on the tenets of industrial organization theory and argues that strategic decision making and action is purely a chance affair because the industry environment determines whether an organizational will survive or not and that the decisions and actions of the organizational players have no role at all. The second paradigm is based on the Resources Based View (RBV) and argues that organizational strategic choice and action is purely a resources, capability and competence deployment affair. Even though recent scholarship in strategic management has attempted to integrate the two paradigms to explain organizational strategic decision making and outcome, it is however yet to put forward a theoretical model explaining how the two paradigms integrate. In this paper, the authors bring on board a managerial cognitive capability perspective to play the role of a catalyst that blends the two paradigms together in explaining organizational outcomes. The paper reviews extant conceptual, theoretical and empirical literature and builds a case for a theoretical model linking TMT cognitive capability and organizational outcomes in the context of both industry environment dynamics and internal organization dynamics. The study identifies key organization outcomes resulting from the deployment of TMT cognitive capability as strategic choice, strategic flexibility and organizational performance while the key contextual factor that condition the outcomes include industry velocity and organizational characteristics. Based on the postulates of several underpinning theories, the paper identifies a phenomenon arising from deployment of TMT Cognitive Capability in the context of dynamic business environments and proposes a theoretical model that raises several implications for future empirical work.

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