The impact of managerial characteristics on business strategies under the environmental change: an investigation of the Israeli diamond industry

Chan, Dora; Berger, Ron; Man, Thomas Wing Yan

doi:10.1080/08276331.2019.1641660

Cited by 10 publications

(16 citation statements)

References 57 publications

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“…Therefore, this study advocates that by developing a dynamic capability of SEO, the organization would be able to modify its processes and shift to sustainable operations to be highly productive, effective and efficient [53]. SEO has been studied by scholars in terms of strategic approach [25], in terms of determinants for adopting SEO on individual, organizational and contextual levels [20], the role of environment in SEO [48] and its impact on firm performance [23,54] and customer value cocreation [55]. This denotes the novelty of this proposed model.…”

Section: Theoriesmentioning

confidence: 99%

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Manager’s Age, Sustainable Entrepreneurial Orientation and Sustainable Performance: A Conceptual Outlook

Ameer

Khan

2020

Sustainability

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Scholars have investigated the direct linkage between manager's age and sustainable corporate performance, however, the mixed results and conflicting findings on the nature of the relationship demand further explanation through the missing constructs. Therefore, the purpose of this paper is to examine the mediating role of sustainable entrepreneurial orientation in the manager's age and sustainable performance. This study develops a conceptual link by using a dynamic capabilities approach and upper echelon perspective, indicating that younger managers can adopt a more holistic approach towards sustainable practices which can enhance the environmental, social and economic performance of firms. This implies that the relationship between manager's age and sustainable performance can be explained through sustainable entrepreneurial orientation (SEO) which can play a key role in setting organizational direction towards sustainable development and achieving sustainable business performance. This study contributes to the literature by examining the role of SEO in the relationship between the manager's age and sustainable performance. This research will help practitioners recognize the importance of minimizing environmental and social problems generating due to organizational production activities. This will lead to profit generation as well as value creation for nature and the local community.

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Section: Theoriesmentioning

confidence: 99%

“…Generally, it is accepted that young managers, being more passionate, are risk-takers and prefer innovative business decisions. On the other hand, older managers seem to avoid risk, prefer stable business models and are reluctant to shift from traditional strategic choices [55][56][57][58].…”

Section: Manager's Age and Seomentioning

confidence: 99%

Manager’s Age, Sustainable Entrepreneurial Orientation and Sustainable Performance: A Conceptual Outlook

Ameer

Khan

2020

Sustainability

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“…Experienced marketing managers might have information market trends, customer demands, international products and international regulations which can help them in building an effective product and process that provide desirable outcomes [ 53 ]. Managers’ background and especially experience significantly influence marketing strategies and the way they form their advertising and marketing policies [ 54 ]. Managers with broad experience in marketing easily evaluate the markets, customers’ demands and choices.…”

Section: Theoretical Background and Hypotheses Developmentmentioning

confidence: 99%

Unleashing the importance of creativity, experience and intellectual capital in the adaptation of export marketing strategy and competitive position

Ali

Latif

2020

PLoS ONE

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Export marketing strategy has become an exciting research topic in strategic management literature because of its momentous role in sustainable competitive advantage and performance of firms. However, it is not yet recognized what factors enable top management team in adaptation of the export marketing strategy. This research aims to unleash how the intangible skills; creativity, business experience and intellectual capital facilitate marketing managers in adaptation of the expert marketing strategy (product, price, promotion and distribution) that can spur sustainable competitive performance. We collected data from 293 SMEs and used structural equation modeling for testing the hypotheses. The results indicate that the intangible skills; creativity, experience and intellectual capital do not directly contribute to sustainable competitive performance. However, creativity has a significant influence on product, price, promotion and distribution strategy, experience has a significant influence on product, price and promotion strategy and intellectual capital is only a significant predictor of product strategy. In the dimensions of export marketing strategy, product, price and distribution significantly while promotion does not significantly contribute to sustainable competitive performance. Moreover, export marketing strategy adaptation fully mediates the relationship between creativity and sustainable competitive performance as well as between experience and sustainable competitive performance while it does not mediate the path between intellectual capital and sustainable competitive performance. The findings recommend SMEs to emphasize highly skilled marketing staff who have competencies (experience, creative and intellectual) in order to build an effective export marketing strategy—resulting sustainable competitive performance. Further implications are discussed.

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“…The international diamond industry plays a vital role in identifying the dynamics of business power in social networking, market exchanges, policymaking and livelihood creation (Siegel, 2009;Li et al, 2009;Mukherjee and Mukherjee, 2012;Berger et al, 2016;Chan et al, 2019). Diamond as a commodity and the international diamond industry as an extractive sector entail bottom-lines rich in anomalies (Bernstein, 1992;Kantz, 2007;Linde et al, 2018).…”

Section: Introductionmentioning

confidence: 99%

“…Initially, there was no pricing model or standardized unit for quality reference. Thus, there remained firstmover advantage in each stage of the global value chain (GVC) such as mining, sorting and polishing (Chan et al, 2019;Berger and Gavish, 2015;Mukherjee and Mukherjee, 2012). As a result, the international diamond industry remained dominated by strong cartels, close-knit communities or large families (Bernstein, 1992;Richman, 2006;Rao, 2009).…”

Section: Introductionmentioning

confidence: 99%

Impact of community-based business model and competitive advantage on exports: evidence from diamond industry

Kumar

Sengupta

et al. 2020

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Purpose This study aims to examine the altering paradigms for two specific characteristics of the international diamond industry: community-based business model and competitive advantage and their impact and interaction effect. Design/methodology/approach This study uses global value chain (GVC) analysis to understand the industry characteristics, social impacts and disruption in the international diamond industry. Further, normalized revealed comparative advantage is used to measure the competitiveness of different countries over time. Finally, stochastic frontier analysis is used to test the impact of the community-based business model and competitiveness on exports and estimate the technical efficiency. Findings The international diamond industry is witnessing changes in the business model, competitiveness, processes, policies and consumer behavior. While competitive advantage and community have a positive impact on exports, the relationship between competitive advantage and exports gets negatively moderated by the community. Further, insights from the GVC analysis indicate that though the industry is facing several disruptions and challenges, it has shown the unique quality of community reconfiguration and relocation. Originality/value This paper provides insights into the diamond industry facing multiple disruptions at various stages of GVC and contributes to the literature on international trade, community-based business models and GVC.

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The impact of managerial characteristics on business strategies under the environmental change: an investigation of the Israeli diamond industry

Abstract: BERGER, Ron, CHAN, Dora and WING, Man (2019). The impact of managerial characteristics on business strategies under the environmental change: an investigation of the Israeli diamond industry. Journal of Small Business and Entrepreneurship.

Cited by 10 publications

References 57 publications

Manager’s Age, Sustainable Entrepreneurial Orientation and Sustainable Performance: A Conceptual Outlook

Manager’s Age, Sustainable Entrepreneurial Orientation and Sustainable Performance: A Conceptual Outlook

Unleashing the importance of creativity, experience and intellectual capital in the adaptation of export marketing strategy and competitive position

Impact of community-based business model and competitive advantage on exports: evidence from diamond industry

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