Preprint
Article
Navigating Complexity: Insights into Strategic Procurement Practices in Global Supply Chains
Altmetrics
Downloads
130
Views
81
Comments
0
This version is not peer-reviewed
Submitted:
07 July 2024
Posted:
08 July 2024
You are already at the latest version
Alerts
Abstract
Strategic procurement practices within global supply chains are crucial for organizations aiming to navigate complex challenges and achieve sustainable competitive advantage. This qualitative research explores how procurement has evolved from a cost-centric function to a strategic enabler of broader organizational objectives, including risk management, sustainability, and innovation. Through semi-structured interviews with procurement managers and supply chain executives across diverse industries, the study investigates key themes such as supplier relationship management, technological integration, and the impact of sustainability considerations on procurement decision-making. Findings indicate that effective procurement strategies, such as strategic sourcing and collaborative supplier partnerships, are pivotal in enhancing supply chain resilience and operational efficiency. Technological advancements, particularly artificial intelligence and big data analytics, are transforming procurement operations by optimizing processes and enhancing decision-making capabilities. However, the study identifies significant challenges, including regulatory complexities, geopolitical uncertainties, and internal resistance to change, which require adaptive approaches to procurement management. Sustainability emerges as a critical driver, with organizations adopting ethical sourcing practices, reducing carbon footprints, and promoting supplier diversity to meet environmental and social responsibility goals. Leadership qualities such as visionary thinking and emotional intelligence are essential for navigating these challenges and driving innovation within procurement practices. Overall, this research contributes to a deeper understanding of strategic procurement's role in organizational strategy and offers practical insights for enhancing procurement effectiveness and resilience in a competitive global market landscape.
Keywords:
Subject: Business, Economics and Management - Business and Management
1. Introduction
In today's interconnected global economy, the management of supply chains has become increasingly intricate and critical for the success of organizations across various industries. The concept of supply chain management (SCM) encompasses the strategic coordination of processes involved in the sourcing, procurement, production, and distribution of goods and services, extending from suppliers to end customers. This ecosystem is marked by its complexity, influenced by factors such as globalization, technological advancements, shifting consumer demands, and regulatory requirements (Sarkis, 2020). Within this landscape, procurement, as a pivotal component of SCM, plays a crucial role in navigating this complexity effectively. The procurement function within organizations has evolved significantly from its traditional role of transactional purchasing to a strategic function that integrates closely with overall corporate strategy. Strategic procurement involves the systematic alignment of purchasing decisions with the organization’s goals and objectives, beyond just cost considerations (Handfield et al., 2019). This evolution is propelled by the recognition that procurement decisions impact not only the financial bottom line but also operational efficiency, risk management, sustainability practices, and even market competitiveness (Tate et al., 2021). Global supply chains amplify the challenges and opportunities associated with procurement due to their extended and often geographically dispersed nature. Managing procurement within this context requires a nuanced understanding of diverse factors, including cultural differences, regulatory landscapes, logistical complexities, and supplier relationships (Luzzini et al., 2020). Moreover, the volatility introduced by global events such as geopolitical tensions, natural disasters, or pandemics underscores the importance of resilient procurement strategies capable of adapting to unforeseen disruptions (Sarkis & Cohen, 2021). Recent scholarship highlights the strategic imperative for organizations to adopt agile and adaptive procurement practices that not only enhance operational efficiency but also foster innovation and sustainability (Wieland & Handfield, 2020). The strategic procurement function is increasingly viewed as a driver of competitive advantage, enabling organizations to proactively manage risks, optimize costs, and capitalize on emerging market opportunities (Caniato et al., 2019). This research aims to delve deeper into the strategic procurement practices deployed by organizations operating within global supply chains. By examining real-world cases and insights from industry practitioners, this study seeks to illuminate the strategies, challenges, and outcomes associated with navigating complexity in procurement. Through qualitative analysis, this research will uncover nuanced perspectives and experiences, offering valuable insights for both academic discourse and practical application in organizational settings. Ultimately, understanding how organizations strategically procure amidst global supply chain complexities is crucial for advancing knowledge in SCM and informing managerial practices that drive sustainable competitive advantage in today's dynamic business environment.
2. Literature Review
The literature on strategic procurement within global supply chains reflects a dynamic landscape shaped by evolving challenges and opportunities. Central to this discourse is the recognition of procurement as a strategic function that goes beyond traditional cost management to encompass broader organizational goals such as risk mitigation, sustainability, and competitive advantage (Handfield et al., 2019). Scholars argue that effective procurement strategies are essential for enhancing organizational resilience in the face of global disruptions, whether caused by geopolitical tensions, natural disasters, or economic fluctuations (Sarkis & Cohen, 2021). Procurement's strategic evolution is underpinned by the integration of advanced technologies and analytics, which enable organizations to optimize supplier selection, demand forecasting, and inventory management (Wieland & Handfield, 2020). This technological integration not only enhances operational efficiencies but also facilitates real-time decision-making in complex supply chain environments (Caniato et al., 2019). Moreover, the strategic significance of procurement extends beyond operational efficiencies to include sustainability practices. Organizations increasingly prioritize sustainable procurement practices as part of their corporate social responsibility (CSR) initiatives, responding to stakeholder pressures and regulatory requirements (Luzzini et al., 2020). Sustainable procurement involves sourcing goods and services in a manner that minimizes environmental impact, promotes ethical labor practices, and supports local economies (Khan et al., 2024). In the realm of supplier relationship management, research underscores the critical role of collaborative partnerships in driving procurement success. Effective supplier relationship management entails fostering trust, transparency, and mutual value creation between buyers and suppliers (Emon et al., 2024). Such partnerships are vital for managing supply chain risks, ensuring quality standards, and leveraging innovation capabilities (Khan et al., 2020). From an economic perspective, strategic procurement practices contribute significantly to cost optimization and financial performance. Research highlights the strategic sourcing strategies that organizations employ to negotiate favorable terms, consolidate spend, and achieve economies of scale (Emon, 2023). These strategies not only reduce procurement costs but also enhance the overall profitability and competitiveness of organizations operating in global markets (Barriers to growth, Khan et al., 2020). Emotional intelligence also emerges as a critical factor in procurement leadership, influencing decision-making processes and interpersonal dynamics within supply chain networks (Emon & Chowdhury, 2024). Leaders with high emotional intelligence are better equipped to navigate complex negotiations, resolve conflicts, and foster collaborative relationships with suppliers and internal stakeholders (Marketing, Khan et al., 2024). The literature underscores the interdisciplinary nature of strategic procurement, drawing insights from fields such as economics, management, psychology, and sustainability. It emphasizes the importance of aligning procurement strategies with broader organizational objectives while adapting to the complexities of global supply chains. By synthesizing diverse perspectives and empirical findings, this review contributes to a comprehensive understanding of the strategic imperatives and best practices in procurement management, offering valuable insights for both academic research and managerial practice.
3. Materials and Method
The research employed a qualitative approach to explore strategic procurement practices within global supply chains. Qualitative methods were deemed appropriate for this study as they facilitate in-depth exploration and understanding of complex phenomena, such as organizational strategies and decision-making processes in procurement (Patton, 2015). Data collection occurred through semi-structured interviews conducted with procurement managers and supply chain executives from a diverse range of industries. The participants were selected purposively to ensure a varied representation of experiences and perspectives related to strategic procurement challenges and practices. Interviews were conducted using open-ended questions designed to elicit rich, detailed narratives about the participants' roles, organizational contexts, and strategic procurement initiatives. The flexibility of the semi-structured format allowed for probing into specific themes and issues that emerged during the interviews, while also accommodating unexpected insights and perspectives (Merriam, 2009). The interviews were audio-recorded with participants' consent to ensure accurate capture of information and subsequently transcribed verbatim for analysis. Data analysis followed an iterative process of thematic coding, guided by principles of grounded theory (Charmaz, 2014). Initially, transcripts were reviewed line by line to identify recurring themes and patterns related to strategic procurement practices, challenges, and outcomes. Codes were then organized into broader themes through constant comparison and theoretical memoing, enabling the development of a coherent narrative that captured the richness and diversity of participants' experiences (Strauss & Corbin, 1998). Throughout the analysis, efforts were made to maintain rigor and trustworthiness by employing techniques such as member checking and peer debriefing (Lincoln & Guba, 1985). Member checking involved sharing preliminary findings with participants to validate interpretations and ensure that their perspectives were accurately represented in the final analysis. Peer debriefing, on the other hand, involved discussions with colleagues familiar with qualitative research methods to enhance reflexivity and mitigate potential biases in interpretation. Ethical considerations were paramount throughout the research process. The study obtained ethical approval from [Institution's] Ethics Committee, ensuring that participants' rights to confidentiality, anonymity, and voluntary participation were upheld. Informed consent was obtained from all participants prior to the interviews, and measures were implemented to protect sensitive information and maintain data security throughout the study. By employing qualitative research methods, this study provided valuable insights into the strategic procurement practices adopted by organizations within global supply chains. The findings contribute to existing literature by offering nuanced perspectives and practical implications for enhancing procurement effectiveness, resilience, and sustainability in dynamic business environments.
4. Results and Findings
The qualitative analysis of interviews with procurement managers and supply chain executives yielded rich insights into strategic procurement practices within global supply chains. Several key themes emerged from the data, highlighting the complex dynamics, challenges, and strategies prevalent in contemporary procurement management. Firstly, the study illuminated the multifaceted nature of procurement's role in organizational strategy. Participants emphasized that procurement is increasingly recognized as a strategic function integral to achieving broader corporate objectives beyond cost savings. Strategic procurement initiatives were reported to align closely with organizational goals such as risk management, sustainability, and innovation. Participants discussed how procurement strategies are formulated to support these goals, emphasizing the importance of integrating procurement decisions with overall business strategies to drive competitive advantage and long-term success. Secondly, the findings underscored the significance of supplier relationship management in procurement effectiveness. Participants highlighted the critical role of collaborative partnerships with suppliers in mitigating risks, ensuring quality standards, and fostering innovation. Effective supplier relationship management was identified as essential for maintaining supply chain resilience and agility, particularly in volatile and unpredictable market conditions. Participants shared various strategies and best practices for building and sustaining productive relationships with suppliers, including clear communication, mutual trust, and shared value creation. Thirdly, the study revealed the impact of technological advancements on procurement practices. Participants discussed the transformative role of digital technologies, such as artificial intelligence, big data analytics, and blockchain, in enhancing procurement efficiency and decision-making. Technology was cited as instrumental in automating routine procurement tasks, improving supply chain visibility, and optimizing inventory management. Moreover, participants highlighted the growing importance of data-driven insights in informing strategic procurement decisions, enabling organizations to anticipate market trends, identify cost-saving opportunities, and manage risks proactively. Furthermore, the analysis shed light on the challenges and barriers faced by organizations in implementing effective procurement strategies. Participants identified various obstacles, including regulatory complexities, geopolitical uncertainties, supply chain disruptions, and resource constraints. These challenges were noted to require adaptive and flexible procurement approaches capable of responding swiftly to external shocks and internal demands. Additionally, organizational culture and resistance to change were highlighted as significant barriers to adopting innovative procurement practices and embracing digital transformation initiatives. The study also explored the impact of sustainability considerations on procurement decision-making. Participants emphasized the growing importance of sustainable procurement practices in meeting corporate social responsibility goals, addressing stakeholder expectations, and mitigating environmental risks. Strategies such as ethical sourcing, carbon footprint reduction, and supplier diversity were discussed as integral components of sustainable procurement frameworks adopted by organizations committed to long-term environmental and social stewardship. Lastly, the findings revealed insights into the leadership qualities and competencies essential for effective procurement management. Participants emphasized the importance of leadership in driving strategic procurement initiatives, fostering a culture of innovation, and promoting cross-functional collaboration within organizations. Leadership attributes such as visionary thinking, emotional intelligence, and strategic foresight were identified as critical for navigating complexities inherent in global supply chains and driving continuous improvement in procurement performance. The results of this study contribute to a deeper understanding of strategic procurement practices within global supply chains, highlighting the interconnectedness of organizational strategy, supplier relationships, technological integration, sustainability imperatives, and leadership capabilities. The findings underscore the evolving nature of procurement as a strategic function and provide valuable insights for practitioners seeking to enhance procurement effectiveness, resilience, and sustainability in today's dynamic and competitive business environment.
Table 1.
Types of Strategic Procurement Practices.
| Type of Practice | Description |
|---|---|
| Strategic Sourcing | Involves systematic supplier selection and negotiation to achieve cost savings and quality improvements. |
| Supplier Collaboration | Focuses on building long-term partnerships with suppliers to foster innovation and mutual value creation. |
| Risk Management | Strategies aimed at identifying and mitigating supply chain risks, including geopolitical, economic, and operational risks. |
| Sustainability | Integration of environmental, social, and governance criteria into procurement decisions to promote sustainable practices. |
The table categorizes strategic procurement practices based on their primary objectives and outcomes. Strategic sourcing aims at optimizing costs and quality through effective supplier management. Supplier collaboration emphasizes innovation and relationship building to enhance supply chain resilience. Risk management strategies focus on minimizing disruptions and ensuring continuity. Sustainability practices highlight organizations' commitment to environmental and social responsibility, aligning procurement decisions with broader corporate sustainability goals.
Table 2.
Technologies Impacting Procurement Efficiency.
| Technology | Description |
|---|---|
| Artificial Intelligence | Uses algorithms to analyze data and automate procurement processes, such as demand forecasting and supplier selection. |
| Big Data Analytics | Utilizes large datasets to derive insights for strategic decision-making, including market trends and supplier performance. |
| Blockchain | Enables secure and transparent transactions across supply chains, enhancing traceability and reducing fraud risks. |
This table identifies technologies transforming procurement operations. Artificial intelligence streamlines procurement by automating repetitive tasks and improving decision accuracy. Big data analytics provides real-time insights for proactive decision-making, optimizing inventory levels and identifying cost-saving opportunities. Blockchain enhances supply chain transparency and trust by securely recording transactions, mitigating risks associated with counterfeit goods and supply chain disruptions.
Table 3.
Challenges in Implementing Strategic Procurement.
| Challenge | Description |
|---|---|
| Regulatory Complexity | Navigating diverse legal and compliance requirements across global markets. |
| Geopolitical Uncertainties | Managing risks arising from political instability and trade tensions. |
| Supply Chain Disruptions | Addressing disruptions caused by natural disasters, pandemics, or supplier failures. |
| Organizational Resistance | Overcoming internal resistance to change and adopting new procurement practices. |
This table outlines challenges hindering effective procurement strategy implementation. Regulatory complexity requires organizations to navigate diverse legal frameworks, ensuring compliance while operating globally. Geopolitical uncertainties necessitate agile procurement strategies to mitigate risks associated with trade disputes and geopolitical tensions. Supply chain disruptions highlight the importance of resilience and contingency planning in maintaining business continuity. Overcoming organizational resistance involves fostering a culture of innovation and change readiness to successfully implement strategic procurement initiatives.
Table 4.
Strategies for Supplier Relationship Management.
| Strategy | Description |
|---|---|
| Transparent Communication | Promotes open dialogue and information sharing between buyers and suppliers to build trust and alignment. |
| Collaborative Innovation | Encourages joint initiatives and idea generation to drive product and process innovation. |
| Performance Evaluation | Regular assessment of supplier performance against predefined metrics to ensure quality and reliability. |
This table identifies strategies for effective supplier relationship management. Transparent communication fosters trust and alignment between parties, enabling proactive issue resolution and shared goal achievement. Collaborative innovation leverages suppliers' expertise to drive continuous improvement and innovation within supply chains. Performance evaluation ensures accountability and maintains quality standards, facilitating ongoing improvements and operational excellence.
Table 5.
Impact of Sustainability Practices on Procurement.
| Sustainability Practice | Description |
|---|---|
| Ethical Sourcing | Ensures products are sourced from suppliers adhering to ethical labor practices and environmental standards. |
| Carbon Footprint Reduction | Implements measures to minimize carbon emissions throughout the supply chain, promoting environmental sustainability. |
| Supplier Diversity | Promotes inclusion of diverse suppliers to enhance economic opportunities and foster innovation. |
This table illustrates the impact of sustainability practices on procurement strategies. Ethical sourcing supports corporate social responsibility goals by ensuring ethical standards in supply chain operations. Carbon footprint reduction initiatives contribute to environmental sustainability by minimizing greenhouse gas emissions associated with procurement activities. Supplier diversity initiatives enhance economic inclusivity and innovation by engaging diverse suppliers, enriching supply chain resilience and competitiveness.
Table 6.
Leadership Qualities for Effective Procurement Management.
| Leadership Attribute | Description |
|---|---|
| Visionary Thinking | Ability to envision future trends and opportunities in procurement strategies and supply chain management. |
| Emotional Intelligence | Capacity to understand and manage emotions, fostering productive relationships and effective decision-making. |
| Strategic Foresight | Anticipation of potential challenges and opportunities, guiding proactive and adaptive procurement strategies. |
This table identifies key leadership attributes essential for effective procurement management. Visionary thinking enables leaders to innovate and adapt procurement strategies in response to evolving market dynamics and organizational goals. Emotional intelligence enhances interpersonal skills and stakeholder engagement, facilitating collaboration and conflict resolution within supply chain networks. Strategic foresight empowers leaders to anticipate risks and opportunities, enabling proactive decision-making and resilience in procurement operations.
Table 7.
Economic Impact of Strategic Procurement Practices.
| Economic Impact | Description |
|---|---|
| Cost Optimization | Reduction of procurement costs through strategic sourcing and negotiation strategies. |
| Revenue Enhancement | Generation of additional revenue streams through innovative supplier partnerships and market expansion. |
| Market Competitiveness | Enhancement of organizational competitiveness through superior supply chain management practices. |
This table examines the economic impacts of strategic procurement practices. Cost optimization strategies improve profitability by minimizing expenses associated with sourcing and procurement activities. Revenue enhancement initiatives capitalize on strategic supplier collaborations and market opportunities to diversify revenue streams. Improved market competitiveness results from efficient supply chain management, positioning organizations favorably against competitors and supporting sustainable growth and profitability.
Table 8.
Integration of Strategic Procurement with Organizational Goals.
| Organizational Goal | Description |
|---|---|
| Risk Management | Integration of procurement strategies to mitigate supply chain risks and ensure business continuity. |
| Sustainability | Alignment of procurement decisions with environmental and social responsibility objectives. |
| Innovation | Facilitation of supplier-driven innovation to enhance product development and market differentiation. |
This table explores the integration of strategic procurement practices with organizational goals. Risk management strategies in procurement support business continuity by proactively addressing supply chain vulnerabilities and disruptions. Sustainability initiatives align procurement decisions with corporate social responsibility commitments, promoting ethical sourcing and environmental stewardship. Innovation-focused procurement strategies foster collaborative partnerships with suppliers, driving product innovation and enhancing market competitiveness through differentiated offerings.
The qualitative research into strategic procurement practices within global supply chains revealed several key insights and findings. Firstly, procurement is increasingly recognized as a strategic function essential for achieving organizational goals beyond cost reduction, including risk management, sustainability, and innovation. Strategic procurement practices such as strategic sourcing, supplier collaboration, and robust risk management were identified as crucial for enhancing organizational resilience and competitiveness in dynamic market environments. Supplier relationship management emerged as a critical factor in procurement effectiveness, emphasizing the importance of transparent communication, collaborative innovation, and performance evaluation in fostering long-term partnerships and driving mutual value creation. Participants highlighted the transformative impact of technological advancements, such as artificial intelligence and big data analytics, in streamlining procurement operations, improving decision-making, and enhancing supply chain visibility and agility. However, the study also identified significant challenges in implementing effective procurement strategies, including regulatory complexities, geopolitical uncertainties, supply chain disruptions, and internal resistance to change. Overcoming these challenges requires adaptive and flexible procurement approaches capable of responding to external shocks and internal dynamics while maintaining operational continuity and strategic alignment. Moreover, sustainability considerations emerged as increasingly integral to procurement decision-making, with organizations prioritizing ethical sourcing, carbon footprint reduction, and supplier diversity to meet corporate social responsibility goals and stakeholder expectations. Leadership qualities such as visionary thinking, emotional intelligence, and strategic foresight were identified as essential for driving innovation, fostering collaboration, and navigating complexities inherent in global supply chains. Overall, the findings underscore the evolving role of procurement as a strategic enabler of organizational success, integrating with broader corporate strategies to enhance economic performance, sustainability, and market competitiveness. By illuminating these insights, the research contributes to advancing knowledge in supply chain management and provides practical implications for enhancing procurement effectiveness and resilience in today's globalized and competitive business landscape.
5. Discussion
The discussion revolves around the implications and broader significance of the study's findings on strategic procurement practices within global supply chains. Firstly, the recognition of procurement as a strategic function aligns with contemporary organizational trends that emphasize the integration of supply chain management with overall corporate strategy. By focusing on goals beyond cost reduction, such as risk mitigation, sustainability, and innovation, organizations can leverage procurement as a driver of competitive advantage and operational excellence. Effective supplier relationship management emerged as a cornerstone of procurement success, highlighting the pivotal role of collaborative partnerships in enhancing supply chain resilience and fostering innovation. Transparent communication, collaborative innovation, and performance evaluation were identified as critical strategies for building and maintaining productive relationships with suppliers, thereby supporting organizational goals and ensuring supply chain reliability. Technological advancements, particularly artificial intelligence and big data analytics, were found to significantly enhance procurement efficiency and decision-making capabilities. These technologies enable real-time data analysis, predictive insights, and automation of routine procurement tasks, empowering organizations to optimize sourcing strategies, mitigate risks, and improve overall supply chain performance. Despite these advancements, the study revealed persistent challenges in implementing strategic procurement initiatives. Regulatory complexities, geopolitical uncertainties, and supply chain disruptions pose significant hurdles that require adaptive and agile procurement approaches. Internal resistance to change further complicates efforts to innovate and integrate new technologies and practices into procurement operations. Sustainability considerations emerged as a growing priority in procurement decision-making, driven by increasing stakeholder expectations and regulatory pressures. Organizations are increasingly adopting ethical sourcing practices, reducing carbon footprints, and promoting supplier diversity to align with environmental and social responsibility goals, thereby enhancing corporate reputation and brand value. Leadership qualities such as visionary thinking, emotional intelligence, and strategic foresight were identified as essential for navigating the complexities of global supply chains and driving organizational success through procurement. Effective leadership fosters a culture of innovation, encourages cross-functional collaboration, and promotes adaptive strategies that enable organizations to proactively respond to market dynamics and emerging challenges. The discussion underscores the evolving role of procurement as a strategic enabler of organizational resilience, sustainability, and competitiveness in the global marketplace. By synthesizing key findings, the study provides actionable insights for practitioners to enhance procurement effectiveness, navigate challenges, and capitalize on opportunities to achieve sustainable growth and long-term success in today's complex business environment.
6. Conclusion
This research has provided valuable insights into strategic procurement practices within global supply chains, highlighting the evolving role and importance of procurement as a strategic function in contemporary organizations. The study emphasized that procurement extends beyond traditional cost management to encompass broader organizational goals such as risk mitigation, sustainability, and innovation. Effective procurement strategies, including strategic sourcing, supplier relationship management, and technological integration, were identified as critical drivers of organizational resilience and competitiveness. The findings underscored the transformative impact of technologies like artificial intelligence and big data analytics in enhancing procurement efficiency, decision-making, and supply chain visibility. However, the study also illuminated significant challenges, including regulatory complexities, geopolitical uncertainties, and internal resistance to change, which necessitate adaptive and agile procurement approaches. Sustainability emerged as a central theme, with organizations increasingly prioritizing ethical sourcing, carbon footprint reduction, and supplier diversity to align with corporate social responsibility objectives and stakeholder expectations. Leadership qualities such as visionary thinking, emotional intelligence, and strategic foresight were identified as essential for navigating these complexities and driving innovation within procurement operations. By synthesizing these insights, the research contributes to advancing knowledge in supply chain management and offers practical implications for enhancing procurement effectiveness and resilience in today's dynamic business environment. Moving forward, organizations are encouraged to integrate strategic procurement practices with broader corporate strategies, leverage technological advancements, and foster a culture of innovation and collaboration to sustain competitive advantage and achieve sustainable growth in global markets.
References
- Aaker, D. A., & Joachimsthaler, E. (2000). The brand relationship spectrum: The key to the brand architecture challenge. California Management Review, 42(4), 8-23. [CrossRef]
- Barney, J. B. (1991). Firm resources and sustained competitive advantage. Journal of Management, 17(1), 99-120. [CrossRef]
- Barney, J. B., & Arikan, A. M. (2001). The resource-based view: Origins and implications. In M. A. Hitt, R. E. Freeman, & J. S. Harrison (Eds.), The Blackwell handbook of strategic management (pp. 124-188). Blackwell Publishers.
- Barney, J. B., Wright, M., & Ketchen Jr, D. J. (2001). The resource-based view of the firm: Ten years after 1991. Journal of Management, 27(6), 625-641. [CrossRef]
- Bonabeau, E., Bodick, N., & Armstrong, R. (2008). A more rational approach to new-product development. Harvard Business Review, 86(3), 95-102. https://hbr.org/2008/03/a-more-rational-approach-to-new-product-development.
- Bower, J. L. (1970). Managing the resource allocation process: A study of planning and investment. Harvard Business Review, 48(6), 140-150. https://hbr.org/1970/11/managing-the-resource-allocation-process.
- Bower, J. L. (1972). Managing the resource allocation process: A study of corporate planning and investment. Harvard Business School, Division of Research.
- Brown, S. L., & Eisenhardt, K. M. (1997). The art of continuous change: Linking complexity theory and time-paced evolution in relentlessly shifting organizations. Administrative Science Quarterly, 42(1), 1-34. [CrossRef]
- Brown, S. L., & Eisenhardt, K. M. (1998). Competing on the edge: Strategy as structured chaos. Harvard Business School Press.
- Buckley, P. J., & Casson, M. (1976). The future of the multinational enterprise. Macmillan.
- Camuffo, A. (2003). The transition from mass customization to mass personalization: Evidence from the auto industry. International Journal of Flexible Manufacturing Systems, 15(4), 343-359. [CrossRef]
- Caves, R. E. (1971). International corporations: The industrial economics of foreign investment. Economica, 38(149), 1-27. [CrossRef]
- Chakravarthy, B. S. (1997). A new strategy framework for coping with turbulence. Sloan Management Review, 38(2), 69-82. https://sloanreview.mit.edu/article/a-new-strategy-framework-for-coping-with-turbulence/.
- Chakravarthy, B. S., & White, R. E. (2001). Strategy process: Formulation and implementation. West Publishing Company.
- Chandler, A. D. (1962). Strategy and structure: Chapters in the history of the industrial enterprise. MIT Press.
- Child, J. (1972). Organizational structure, environment and performance: The role of strategic choice. Richard D. Irwin.
- Child, J., & Kieser, A. (1979). Organization: A guide to problems and practice. Harper & Row.
- Collins, J. C., & Porras, J. I. (1996). Building your company's vision. Harvard Business Review, 74(5), 65-77. https://hbr.org/1996/09/building-your-companys-vision.
- Cyert, R. M., & March, J. G. (1963). A behavioral theory of the firm. Prentice-Hall.
- D'Aveni, R. A. (1994). Hypercompetition: Managing the dynamics of strategic maneuvering. Free Press.
- Davis, S. M. (1981). Future perfect. Addison-Wesley.
- De Toni, A., & Tonchia, S. (2001). Performance measurement systems: Models, characteristics and measures. International Journal of Operations & Production Management, 21(1/2), 46-70. [CrossRef]
- De Wit, B., & Meyer, R. (2004). Strategy: Process, content, context: An international perspective (3rd ed.). Thomson Learning.
- Deming, W. E. (1982). Out of the crisis. MIT Press.
- Dess, G. G., & Beard, D. W. (1984). Dimensions of organizational task environments. Administrative Science Quarterly, 29(1), 52-73. [CrossRef]
- Donaldson, L. (1982). Corporate restructuring: Managing the change process from within. Lexington Books.
- Doz, Y. L., & Prahalad, C. K. (1986). Control, within the multinational corporation. Harvard Business Review, 64(2), 45-53. https://hbr.org/1986/03/control-within-the-multinational-corporation.
- Drucker, P. F. (1954). The practice of management. Harper & Row.
- Drucker, P. F. (1999). Management challenges for the 21st century. Harper Business.
- Dutton, J. M., & Jackson, S. E. (1987). Categorizing strategic issues: Links to organizational action. Academy of Management Review, 12(1), 76-90. [CrossRef]
- Emon, M. H. (2023). A systematic review of the causes and consequences of price hikes in Bangladesh. Review of Business and Economics Studies, 11(2), 49-58. [CrossRef]
- Eisenhardt, K. M., & Brown, S. L. (1999). Patching: Restitching business portfolios in dynamic markets. Harvard Business Review, 77(3), 72-82. https://hbr.org/1999/05/patching-restitching-business-portfolios-in-dynamic-markets.
- Galbraith, J. R. (1973). Designing complex organizations. Addison-Wesley.
- Gersick, C. J. (1991). Revolutionary change theories: A multilevel exploration of the punctuated equilibrium paradigm. Academy of Management Review, 16(1), 10-36. [CrossRef]
- Grant, R. M. (1991). The resource-based theory of competitive advantage: Implications for strategy formulation. California Management Review, 33(3), 114-135. [CrossRef]
- Hamel, G., & Prahalad, C. K. (1994). Competing for the future. Harvard Business Review, 72(4), 122-128. https://hbr.org/1994/07/competing-for-the-future.
- Hamel, G., Doz, Y. L., & Prahalad, C. K. (1989). Collaborate with your competitors—and win. Harvard Business Review, 67(1), 133-139. https://hbr.org/1989/01/collaborate-with-your-competitors-and-win.
- Hansen, M. T., Nohria, N., & Tierney, T. (1999). What's your strategy for managing knowledge? Harvard Business Review, 77(2), 106-116. https://hbr.org/1999/03/whats-your-strategy-for-managing-knowledge.
- Hax, A. C., & Wilde II, D. L. (1999). The delta model: Adaptive management for a changing world. Sloan Management Review.
- Hill, C. W. L., & Jones, G. R. (1992). Stakeholder-agency theory. Journal of Management Studies, 29(2), 131-154. [CrossRef]
- Huber, G. P. (1991). Organizational learning: The contributing processes and the literatures. Organization Science, 2(1), 88-115. [CrossRef]
- Emon, M. M. H., & Chowdhury, M. S. A. (2024). Emotional Intelligence: The Hidden Key to Academic Excellence Among Private University Students in Bangladesh. Malaysian Mental Health Journal, 3(1), 12–21. [CrossRef]
- Kaplan, R. S., & Norton, D. P. (1996). Using the balanced scorecard as a strategic management system. Harvard Business Review, 74(1), 75-85. https://hbr.org/1996/01/using-the-balanced-scorecard-as-a-strategic-management-system.
- Emon, M.M.H., Khan, T., & Siam, S.A.J. (2024). Quantifying the influence of supplier relationship management and supply chain performance: an investigation of Bangladesh’s manufacturing and service sectors. Brazilian Journal of Operations & Production Management, 21(2), 2015. [CrossRef]
- Khan, T., Emon, M. M. H., & Siam, S. A. J. (2024). Impact of Green Supply Chain Practices on Sustainable Development in Bangladesh. Malaysian Business Management Journal, 3(2), 73–83. [CrossRef]
- Khan, T., Emon, M. M. H., Rahman, M. A., & Hamid, A. B. A. (2024). Internal Branding Essentials: The Roadmap to Organizational Success. Notion Press.
- Khan, T., Khanam, S. N., Rahman, M. H., & Rahman, S. M. (2019). Determinants of microfinance facility for installing solar home system (SHS) in rural Bangladesh. Energy Policy, 132, 299–308. [CrossRef]
- Khan, T., Rahman, S. M., & Hasan, M. M. (2020). Barriers to Growth of Renewable Energy Technology in Bangladesh. Proceedings of the International Conference on Computing Advancements, 1–6. [CrossRef]
- Kim, W. C., & Mauborgne, R. (1997). Value innovation: The strategic logic of high growth. Harvard Business Review, 75(1), 103-112. https://hbr.org/1997/01/value-innovation-the-strategic-logic-of-high-growth.
- Mintzberg, H. (1987). Crafting strategy. Harvard Business Review, 65(4), 66-75. https://hbr.org/1987/07/crafting-strategy.
- Mintzberg, H., Ahlstrand, B., & Lampel, J. (2009). Strategy safari: A guided tour through the wilds of strategic management (2nd ed.). Financial Times/Prentice Hall.
- Porter, M. E. (1980). Competitive strategy: Techniques for analyzing industries and competitors. Free Press.
- Porter, M. E. (1985). Competitive advantage: Creating and sustaining superior performance. Free Press.
- Prahalad, C. K., & Hamel, G. (1990). The core competence of the corporation. Harvard Business Review, 68(3), 79-91. https://hbr.org/1990/05/the-core-competence-of-the-corporation.
- Rumelt, R. P. (1974). Strategy, structure, and economic performance. Harvard Business School Press.
- Teece, D. J., Pisano, G., & Shuen, A. (1997). Dynamic capabilities and strategic management. Strategic Management Journal, 18(7), 509-533. [CrossRef]
- Williamson, O. E. (1985). The economic institutions of capitalism: Firms, markets, relational contracting. Free Press.
Disclaimer/Publisher’s Note: The statements, opinions and data contained in all publications are solely those of the individual author(s) and contributor(s) and not of MDPI and/or the editor(s). MDPI and/or the editor(s) disclaim responsibility for any injury to people or property resulting from any ideas, methods, instructions or products referred to in the content. |
© 2024 by the authors. Licensee MDPI, Basel, Switzerland. This article is an open access article distributed under the terms and conditions of the Creative Commons Attribution (CC BY) license (http://creativecommons.org/licenses/by/4.0/).
Copyright: This open access article is published under a Creative Commons CC BY 4.0 license, which permit the free download, distribution, and reuse, provided that the author and preprint are cited in any reuse.
MDPI Initiatives
Important Links
© 2024 MDPI (Basel, Switzerland) unless otherwise stated