Modeling strategic alignment in project networks

Haniff, Amos Peter; Galloway, Laura

doi:10.1016/j.ijproman.2022.05.001

Cited by 13 publications

(6 citation statements)

References 73 publications

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“…(He & Zhang, 2022) research on integrating B2B and B2C models. (Haniff & Galloway, 2022) research on modelling on strategic alignment in project networks. (Maucuer, Renaud, Ronteau, & Muzellec, 2022) study about business model research from marketers learning.…”

Section: Discussionmentioning

confidence: 99%

Strategic Management to Envisage the Challenges of Inclusive Economy and Business Innovation: A Bibliometric Study

Adiatma,

Irianto,

Siamsa

et al. 2023

JICP

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Strategic management can be used to envisage the challenges of inclusive economy and business innovation. This study aims to analyze the research trends development on strategic management. This research uses bibliometric analysis visualization using VosViewer. The database was downloaded from ScienceDirect. The advanced search limitation using the keyword “strategic management” in 2022. The research filter to research articles, focusing only on business, management, and accounting. The results show there are 784 articles. Analysis of visual bibliometrics shows the trend of the themes and the author's relation. There are three clusters on publication article analysis. The strongest topics in cluster 1 related to strategic management publication are firm, data, effect, role, relationship, model, and impact all of each item strengths above 1000; in cluster 2 about process, development, and framework which all around 900; and all in the third cluster no more than 500 link strength. The most productive author of this research in 2022 is Vijay Pereira.

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Section: Discussionmentioning

confidence: 99%

Strategic Management to Envisage the Challenges of Inclusive Economy and Business Innovation: A Bibliometric Study

Adiatma,

Irianto,

Siamsa

et al. 2023

JICP

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“…The performance measurement should theoretically align with business strategy to increase organisational performance or competitiveness (Birhanu et al, 2018;Elgazzar et al, 2019;Hansen, 2021;Kadak and Laitinen, 2021). If the conditions or organisational components are poorly aligned, performance may deteriorate (Haniff and Galloway, 2022). Despite the general theoretical agreement, the specific role of business strategy in this relationship is found to be inconsistent or ambiguous, as noted in comprehensive literature reviews and studies such as Choong (2013) and Amhalhal et al (2022).…”

Section: Introductionmentioning

confidence: 99%

Aligning performance metrics with business strategy

Kathuria,

Lucianetti

2024

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PurposeThis study examines whether different strategy archetypes deploy specific performance metrics to support their strategic goals and priorities. If so, does alignment of strategy and metrics positively impact organisational performance?Design/methodology/approachThe conceptual framework and hypotheses are couched in Contingency Theory. The role of business strategy as a moderating variable is tested using MANOVA, followed by post hoc pairwise comparisons. The results are based on cross-sectional survey data from 372 manufacturing and service organisations in Italy.FindingsThe overall contingency effect of business strategy in selecting and deploying performance metrics and their effect on organisational performance is supported. However, the group-wise post hoc analyses show support only for Prospectors but not for Defenders and Analysers.Research limitations/implicationsThis research lends further support in favour of the Contingency Theory from a new geographic context (Italy) that there are no universally best performance metrics that drive organisational performance. However, more research is needed to understand why the theory only holds for certain strategic archetypes and not across all archetypes.Practical implicationsManagers can direct resources and effort towards designing and deploying the “right” type of performance metrics suitable for their strategic orientation and thus optimise organisational performance.Originality/valueThis is a rare study that tests the moderating role of business strategy using all four strategic archetypes of the Miles and Snow typology. It deploys both financial and non-financial measures and uses a very large sample of both manufacturing and service organisations from a relatively unexplored region of the world. The study provides additional evidence in favour of the Contingency Theory whilst advocating for more research to refine our understanding of why the contingency perspective is not so important for firms that are not the first-in.

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“…Developing solutions to reduce disruptions has grown essential as systems become more sophisticated and more prone to supply chain disturbances. The construction business has unique characteristics such as one‐of‐a‐kind project nature, temporary multi‐organization, on‐site production, and regulatory interference that prevents the accomplishment of efficient flows as in manufacturing (Haniff & Galloway, 2022).…”

Section: Introductionmentioning

confidence: 99%

A framework to model the performance indicators of resilient construction supply chain: An effort toward attaining sustainability and circular practices

Singh,

Dwivedi,

Agrawal

et al. 2023

Bus Strat Env

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In existing dynamic market place, supply chain disruptions have become a common phenomenon. Emergence of new technologies coupled with variable customer demand and uncertain pandemic has fueled the disruptions across the supply chain ecosystem. To cater the unanticipated disruptions, supply chains of every business has to be circular and sustainable and construction industry is no exception to this. The present study concentrates on identifying the major performance indicators of resilient Construction Supply Chain (CSC) and prioritize the most significant ones. Fuzzy–Decision Making Trial And Evaluation Laboratory (DEMATEL) method was used to reveal the influential relationship of performance indicators on the resilience level in CSCs. Further, a strategy map is prepared to highlight the organizational strategy and cause‐effect approach. The findings from study revealed that maintaining appropriate security level, strong collaboration among supply chain partners, efficient supply chain designs, ability to detect discrepancies, bottlenecks, and vulnerabilities, and conservation of resources to facilitate sustainable operations are the top seven performance indicators that are evident in the causal group for sustainable CSC. In the effect group, prominent performance indicators are flexibility, financial strength, and efficient allocation of resources. The study adds on to the existing literature by identifying and analyzing significant performance indicators for establishing resilient, sustainable and circular practices in the construction industry.

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Modeling strategic alignment in project networks

Cited by 13 publications

References 73 publications

Strategic Management to Envisage the Challenges of Inclusive Economy and Business Innovation: A Bibliometric Study

Strategic Management to Envisage the Challenges of Inclusive Economy and Business Innovation: A Bibliometric Study

Aligning performance metrics with business strategy

A framework to model the performance indicators of resilient construction supply chain: An effort toward attaining sustainability and circular practices

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