Integrating multicriteria decision analysis and scenario planning—Review and extension

Scenario planning and multiple criteria decision analysis (MCDA) are two key management science tools used in strategic planning. In this paper, we explore the integration of these two approaches in a coherent manner, recognizing that each adds value to the implementation of the other. Various approaches that have been adopted for such integration are reviewed, with a primary focus on the process of constructing preferences both within and between scenarios. Biases that may be introduced by inappropriate assumptions during such processes are identified, and used to motivate a framework for integrating MCDA and scenario thinking, based on applying MCDA concepts across a range of “metacriteria” (combinations of scenarios and primary criteria). Within this framework, preferences according to each primary criterion can be expressed in the context of different scenarios. The paper concludes with a hypothetical but non-trivial example of agricultural policy planning in a developing country.     

Views on inter-enterprise relationships

The paper gives an overview of major scientific approaches to inter-enterprise relationships. A distinction is made between approaches that focus on business process integration (Supply Chain Management, Costing approaches), approaches that focus on organizational collaboration (Transaction Cost Theory, Agency Theory), and approaches that focus on the business environment (Strategic Management, Network Theory, Resource Dependency Theory). Although these approaches are different with regard to their perspectives on collaboration, variables and methods, the paper shows that they are complementary tools in the analysis and design of inter-enterprise relationships.     

Integration team members' approaches to uncertainty management in M&A

Mergers and acquisitions (M&A) are associated with various uncertainties. Often, large companies designate integration team members to organize post-acquisition integration. However, little is known about what integration team members do in the post-acquisition integration process. This study examines how integration team members deal with uncertainties in post-acquisition integration, specifically how they manage tensions that require different and conflicting approaches. The research is based on an in-depth qualitative case study that examines the post-acquisition integration phase in real-time in the context of two Nordic firms. The study offers three main findings. First, among various uncertainty reduction, coping and balancing approaches observed in this study, the balancing approach emerged as a new method to face uncertainty. The second finding illustrates that the choice among various uncertainty management methods and their approaches is a dynamic process, in which integration team members from both buying and acquired firms are actively involved. Lastly, the study identifies that integration team members use collaboration as the way to address tensions in uncertainty management.     

A Microeconomic Model of the Focused Factory-Vertical Integration Strategic Decision Problem

The design of a manufacturing strategy incorporates the decision of whether to focus or vertically integrate, or adopt a policy somewhere between the two extremes. Unfortunately, the literature contains few models that aid a manager in this decision process. In this paper we design a model to evaluate and compare various strategic alternatives along the focused factory-vertical integration continuum. By defining a point along this continuum as the percent of components manufactured internally that are needed to make one finished item (where 0 indicates complete focus and one manufacturing step, and 1 indicates full integration and 100 percent internal manufacturing) we are able to delineate the effects of the alternative decision strategies on flexibility and the firm's cash flow. The capital asset pricing model is invoked to assess the impact on the firm's risk and value.     

Institutional changes and organizational transformation in developing economies

An important component of globalization during the last two decades is the increased participation of developing economies in the global economy both as markets for goods and services as well as production sites. Institutional changes emanating from evolving political landscapes within individual countries and pressures from supra-national bodies have been instrumental in the liberalization of developing countries' economies and their integration into the global economy. A growing body of research has focused on the transformation of state-owned enterprises as they are privatized, with particular focus on the role of organizational and national heritages that enhance or constrain the evolution of these firms within a market-based institutional environment. In this introduction, we review this literature stream, introduce the papers in this special issue, and highlight the theoretical approaches that help explain how organizations in distinct national contexts overcome the pressure emanating from institutional changes in developing economies.     

Improving Food Safety in the Domestic Environment: The Need for a Transdisciplinary Approach

Microbial food safety has been the focus of research across various disciplines within the risk analysis community. Natural scientists involved in food microbiology and related disciplines work on the identification of health hazards, and the detection of pathogenic microorganisms. To perform risk assessment, research activities are increasingly focused on the quantification of microbial contamination of food products at various stages in the food chain, and modeling the impact of this contamination on human health. Social scientists conduct research into how consumers perceive food risks, and how best to develop effective risk communication with consumers in order to improve public health through improved food handling practices. The two approaches converge at the end of the food chain, where the activities regarding food preparation and food consumption are considered. Both natural and social sciences may benefit from input and expertise from the perspective of the alternative discipline, although, to date, the integration of social and natural sciences has been somewhat limited. This article therefore explores the potential of a transdisciplinary approach to food risk analysis in terms of delivering additional improvements to public health. Developing knowledge arising from research in both the natural and social sciences, we present a novel framework involving the integration of the two approaches that might provide the most effective way to improve the consumer health associated with food-borne illness.     

Determinants of Union Membership: A Review

The recent drastic decline in trade union membership levels in most Western countries has led to renewed interest in the factors which influence the decision of employees to join unions. This paper discusses the strengths and weaknesses of the three main approaches: structural determinism, individual-level analysis, and conceptual models of trade union joining behaviour. Structural determinism is discussed in the context of the Bainian model and its various extensions. In contrast, the diverse findings in the field of individual-union joining behaviour is assessed by drawing on a comprehensive table comprising all variables examined in this area. The first two sections focus exclusively on trade union joining behaviour as the independent variable whereas the third part of the paper uses an individuals' voting behaviour in the USA. This focus was necessary due to the lack of causal models using union joining behaviour as their dependent variable. The author selects two of the most advanced models for a detailed analysis, and relates the findings to the preceding sections. It is the objective of the paper to critically evaluate the three approaches and their contributions towards understanding this complex field of research.     

Arriving at a strategic theory of the firm

The theory of the firm seeks to explain the existence and boundaries of the firm in relation to the market. Since the pioneering work of Coase (The nature of the firm. Economica , 4 , 386–405, 1937), economics has developed a whole family of theories that focus on the ability of firms to economize on certain costs of using markets. More recently, researchers in strategic management have published several theories of the firm that have tended to emphasize the benefits of incorporation rather than the costs of using the market. Although researchers in the strategy profession have tentatively labeled their work as 'moving towards' a strategic theory of the firm, economists have been very critical of existing approaches. This paper seeks to begin 'arriving' at a strategic theory of the firm by addressing these criticisms and offering an integration of the strategic and economic perspectives within an institutional framework. The paper concludes with future directions for research in the theory of the firm.     

Beyond products: new strategic imperatives for developing competencies in dynamic environments

Strategy research has often taken a product-centered perspective. When firms compete in environments characterized by accelerating product life cycles, mass customization, and technological discontinuities, a product-centered perspective on strategy may help explain a firm’s current competitive advantage. However, this perspective adds little guidance in making strategies that create competitive advantage in the future. In this paper, we present a perspective in which dynamic environments require firms to focus on (1) building market-driven, technological, and integration competencies, not a stream of product improvements, and (2) decoupling these competencies from current products in order to create and exploit new opportunities. We discuss the perspective of products as a temporary integration of market and technology trajectories. Research propositions are presented and future implications are discussed.     

What evolves in organizational co-evolution?

Research in business and management has recently taken a co-evolutionary turn, driven both by the pace of environmental change, but also by the increasingly complex and interconnected nature of business environments. However few studies have drawn from the theoretical approaches used to study co-evolutionary processes in other scientific domains. In this paper recent advances in these other fields of study are examined with a view towards filling this gap, and providing a much needed theoretical underpinning to recent developments in co-evolutionary research. It is seen that the identification of the unit of evolution is a critical issue in this endeavor, with two broad approaches taken, namely the entity- and practice-based approach. In the former it is assumed that ideas, knowledge and capabilities are bound to individuals, groups and organizations with change over time being determined largely by external selection forces. In the practice-based view, the focus shifts to the process in which ideas, knowledge and capabilities are continually enacted and modified through actions. The paper further explores key theoretical and methodological issues relating to the development of both approaches, making a contribution not only to co-evolutionary research but to broader research in business and management.     

COMPUTER-INTEGRATED MANUFACTURING: A TAXONOMY OF INTEGRATION AND RESEARCH ISSUES

The past decade has seen an upsurgence in the number of manufacturing companies that are attempting to transform into computer-integrated enterprises. However, much of the computer-based integration efforts in these manufacturing organizations have been limited in scope and localized within certain areas of the organization (particularly, technology-intensive areas such as the shop floor). Such compartmentalized and myopic approaches to the development of computer-integrated manufacturing (CIM) systems undermine the ability of these systems to reach their fullest potential. CIM is much larger in scope and can impact an organization along various dimensions and at various levels. The fact that no completely integrated manufacturing enterprise has been developed to date can be attributed, in part, to a lack of understanding of the scope and implications of CIM. The purpose of this paper is, therefore, twofold. First, the paper presents a meta-schema (called TRIAD) for multidimensional and multilevel integration of a manufacturing system. Second, on the basis of the proposed meta-schema, the paper develops a taxonomical framework for defining key integration issues in CIM system design and discusses critical research needs that exist in this area. It is hoped that this paper will serve as a road map for research efforts that will enable the emergence of comprehensive CIM systems.     

Regionalization vs. globalization in advertising research: Insights from five decades of academic study

This paper is a response to calls for more research into the regional–as opposed to global–level of international business operations (Rugman and Verbeke, 2004). Focusing on a key issue in international management, the standardization decision, this paper presents a systematic review of top journal articles published over the last five decades on the subject of advertising standardization at the regional level. The results of this review demonstrate that in the last decade studies have frequently taken a regional rather than international focus of analysis, suggesting a shift in research in line with regionalization theory. However, this study also shows that research on regional standardization has lacked consistency in relation to how the phenomenon should be defined and measured. We present a conceptualization of measurement approaches to international advertising standardization, propose a typology of approaches and discuss their implications for knowledge advancement in the area.     

Economic assumptions and economic context: Implications for the study of leadership

Separated by longstanding differences, mainstream leadership scholarship and economics have rarely conversed. In this paper, we contribute to the emerging conversation between the two fields by (1) summarizing how economic assumptions about leadership may broadly inform leadership scholarship, and (2) offering a framework for conceptualizing the economic context in which leaders operate. We argue that inclusion of economic context in models of leadership antecedents, processes and outcomes is likely to offer rich insights for leadership selection, behavior, performance outcomes, and evaluation. We review recent studies that integrate economics and leadership and further consider how economic approaches both inform and refine current areas of interest to leadership scholars (e.g., shared leadership and values-based ethical, servant, and authentic approaches) and point to new pathways of focus in mainstream leadership (e.g., leader discretion).     

Tools and techniques of long-range planners

Long-range planning is concerned with the integration of predictions with corporate strategies. Both practitioners and scholars of management have frequently proposed approaches to planning that they believe to be helpful. The purpose of this paper is to report which techniques and tools and what approaches to planning are actually being used. It is hoped that this information will provide the executive or practitioner with a framework for evaluating his planning practices relative to other planners.This paper is divided into four parts. Part l provides information concerning the survey and data on which this article is based. Part ll deals with the planning process in approximately 400 business firms. Part lll examines the use of two planning tools—outside consultants and computers/mathematical models. The last section presents a summary and some general conclusions drawn from the analysis.     

Managing strategy through business processes

The work presented in this paper, following an in depth review of literature, developed a set of requirements for a Dynamic Strategy Management Process. Having evaluated the existing strategy management frameworks, models, methodologies, tools and techniques, the research concluded that although all approaches reviewed collectively met all the requirements, individually none of the approaches fulfilled all of these requirements. To fulfil these dynamic strategy management process requirements, PROPHESY ( P rocess O riented P erformance H eaded S trategy) was developed. The paper describes in some detail, the evaluation of the PROPHESY process and demonstrates its application through a case study. The paper concludes that strategy should focus on creating value that is independent for each business unit. This means developing horizontal strategies that have objectives of co-ordinating business processes and developing objectives that encourage the sharing of resources and skills.     

Production planning and control within a CIM environment: some current developments and requirements for the future

Abstract. This paper considers the integration problems associated with incorporating production planning and control (PP&C) systems within CIM; these problems are typically not differentiated from functionally related problems, and have in the past received relatively little attention. The on-going emergence of a number of standards relevant to manufacturing software systems provides an opportunity to assess the current situation with regard to proprietary PP&C systems and to suggest ways forward towards ‘seamless’ integration of PP&C within the CIM environment. The problems arising from conventional integration approaches are briefly described, and the concept of a simplifying ‘integration platform’ is introduced; the three-schema information architecture is presented as part of this ‘integration simplification’ approach. Current and developing PP&C systems are assessed against a number of information system integration criteria, and the results of a small survey of proprietary packages are presented. The paper concludes that information must be regarded as an enterprise-wide asset, rather than belonging to individual software applications, and that the adoption of relevant standards will enable seamless integration within a three-schema architecture. An increasing number of proprietary packages are adopting standards and methodologies which ease the integration problem significantly.     

Reconciling identity leadership and leader identity: A dual-identity framework

Research exploring the powerful links between leadership and identity has burgeoned in recent years but cohered around two distinct approaches. Research on identity leadership, the main focus of this special issue, sees leadership as a group process that centers on leaders’ ability to represent, advance, create and embed a social identity that they share with the collectives they lead—a sense of “us as a group”. Research on leader identity sees leadership as a process that is advanced by individuals who have a well-developed personal understanding of themselves as leaders—a sense of “me as a leader”. This article explores the nature and implications of these divergent approaches, focusing on their specification of profiles, processes, pathways, products, and philosophies that have distinct implications for theory and practice. We formalize our observations in a series of propositions and also outline a dual-identity framework with the potential to integrate the two approaches.     

Social Identity,Organizational Identity and Corporate Identity: Towards an Integrated Understanding of Processes,Patternings and Products

This paper provides an overview of previous work that has explored issues of social, organizational and corporate identity. Differences in the form and focus of research into these three topics are noted. Social identity work generally examines issues of cognitive process and structure; organizational identity research tends to address the patterning of shared meanings; studies of corporate identity tend to focus on products that communicate a specific image. Nonetheless, across these areas there is general consensus that collective identities are (a) made viable by their positivity and distinctiveness, (b) fluid, (c) a basis for shared perceptions and action, (d) strategically created and managed, (e) qualitatively different from individual identities and (f) the basis for material outcomes and products. This paper calls for greater cross‐fertilization of the three identity literatures and discusses requirements for the integration of micro‐ and macro‐level analyses.     

The social constitution of knowledge integration in MNEs: A theoretical framework

The goal of this article is to present a theoretical framework for a better understanding of knowledge integration in multinational enterprises (MNEs). It is argued that the enormous body of mainstream contributions from the field of International Business has largely failed to consider the transformational nature, the micro-foundations, and above all the social constitution of knowledge integration. Mainly drawing on and combing two sociological theories – Scandinavian Institutionalism and Structuration Theory – this paper contributes to an alternative understanding on knowledge integration in MNEs. In this view, knowledge integration is seen as dialectic transformation, constituted by human actors and embedded in social systems. It is argued that if we wish to understand knowledge integration, we need to ask on the micro-level, how specific actors are differently affected and able to shape such processes based on their social-systemic positioning.     

The global “war for talent”

In this paper we examine the “global war for talent,” the factors that impact it, and organizations' responses to it. Using a comprehensive search of more than 400 contemporary academic and business press articles, the paper reviews relevant research and reassesses the “talent war.” We posit that the dominant approaches to the “talent war” based on a scarcity state of mind and action, often characterized by a tactical and exclusive top talent or “star” focus, are being challenged by the emergence of a more evolutionary paradigm. This new paradigm adopts more strategic, innovative, cooperative and generative approaches which we describe as creative ‘talent solutions.’ The paper also highlights implications for future research, teaching and development in the field.