Massey Documents by Type

Permanent URI for this communityhttps://mro.massey.ac.nz/handle/10179/294

Browse

Filters

Settings

Has files: YesSubject: search.filters.subject.Business strategy

Search Results

Now showing 1 - 4 of 4
  • Thumbnail Image
    Item
    Business strategy and strategic deviation in accounting, finance, and corporate governance: A review of the empirical literature
    (John Wiley and Sons Australia, Ltd on behalf of Accounting and Finance Association of Australia and New Zealand, 2024-03-21) Habib A; Ranasinghe D; Perera A
    We review the empirical archival literature on the consequences of business strategy and strategic deviation on accounting, finance, and corporate governance outcomes. We use Miles and Snow's (Organizational strategy, structure, and process. McGraw-Hill, 1978; Organizational strategy, structure and process. Stanford University Press, 2003) strategy typology that has been quantified using financial statement data by Bentley et al. (Contemporary Accounting Research, 2013, 30, 780). Research has used this strategy score to investigate the consequences of firms following two distinct strategies namely, prospectors versus defenders, on various organisational outcomes. Our survey provides mixed evidence on the relationship between business strategy, financial reporting quality, finance outcomes, and corporate governance including corporate social responsibility (CSR) activities. We offer some suggestions for future research.
  • Thumbnail Image
    Item
    Bridging the gap between threshold and dynamic capabilities : a qualitative study of the collaboration strategies of New Zealand wineries : a thesis presented in partial fulfilment of the requirements for the degree of Master of Business Studies in Management, Massey University, Wellington, New Zealand
    (Massey University, 2015) Crick, James Matthew
    The objective of this study is to examine collaboration’s role as a strategic capability within the context of the New Zealand (NZ) wine industry. It utilises resource-based theory to examine collaboration’s position as a mechanism to survive within an industry (threshold capabilities) or a basis for competitive advantages (dynamic capabilities). The literature review found that collaboration is a multi-level construct with different forms occurring at the corporate, business and operational-levels as well as the network-level strategy. In the literature review, coopetition (the interplay between cooperation and competition) was found to be the main form of collaboration occurring at the corporate and business-levels whilst co-creation (market-led collaboration with customers) was more common at the operational-level. Depending on the resources and capabilities that firms can leverage, collaboration may be able to be manipulated into a dynamic capability depending on the industry. An instrumental case study methodology was adopted within the ‘boundary’ of the Wairarapa wine cluster. Four pilot firms across NZ were analysed to ensure that the correct questions were being asked as well as fourteen Wairarapa firms with a range of triangulation techniques (primary and secondary methods). This took the total sample to 18 interviews (including the pilot firms) with 14 coming from the Wairarapa. The empirical findings revealed that collaboration (particularly in the form of coopetition) is a threshold capability for smaller organisations; the larger wineries can use it to a competitive advantage - a dynamic capability. These larger firms use collaboration as much as they can before any disguised forms of competitive advantages are lost. This is not a luxury that smaller firms can afford meaning that collaboration especially at the coopetition-level allows the larger wineries to increase their forms of business performance. The discussion chapter develops and analyses a 2 x 2 matrix from the empirical findings. Each cell contains a roughly equal number of firms; the characteristics and reasoning for this discovery is discussed. The theoretical contribution outlines that larger firms, can leverage competitive advantages from collaboration; smaller organisations have to collaborate to survive. Future research should measure if this study’s findings are indicative across the country’s wine industry and overseas.
  • Thumbnail Image
    Item
    Development of a conceptual overview of the strategic management of information technology and an enquiry into information technology strategy formulation in practice : a research study submitted to the Department of Information systems in partial fulfilment of the requirements for the degree of Master of Business Studies at Massey University
    (Massey University, 1991) Olson, Mike
    Strategy is not a new term, the word has been in use as far back in the history of man to whenever conflict between man has been evident. Today, the battleground is the business environment and the conflict has arisen through the desire to prosper (for some the need to survive) in a highly competitive and increasingly dynamic situation. Business leaders, academic theorists and researchers in general are now directing a large proportion of their skills and resources toward the topic of strategic management. Their efforts over just a short period (20 or so years), have produced a wide range and variety of approaches, concepts and practical conclusions rapidly increasing in both quantity and scope. This research study tackles the entire subject of strategic management, but in particular it goes beyond traditional boundaries to investigate the equally dynamic and high profile topic of strategic information technology (IT) management and presents both fields within the "strategic management" umbrella. There can be no conclusive result or definitive statement when dealing with an outlook as broad as this. The real benefit and intention for the study is one of education and enlightenment on the history and evolution of strategic management and its effect and influence upon IT management, to its current state of the art. This is presented as a conceptual overview as the result of a review of the literature concerning both corporate and information technology management issues. As a balancing element the study investigates from the New Zealand perspective, the impact and level of penetration that strategic management has achieved within large and successful organisations, which again focuses upon the management of information as a strategic resource. Results from 55 respondents to the study's survey questionnaire show that only eight companies (15%) do not have either an IT or a corporate strategic plan, and that conversely 26 (just under half) do have strategic plans within both corporate and IT realms. This reveals that 47, or an overwhelming majority of 85% of those that responded to the questionnaire, are currently involved in the preparation of strategic plans whether IT or corporate. The high level of interest and involvement in strategic management as indicated by the survey is reflected in the multitude of literary works on the subject and the increased attention to the topic evident in the content of new courses offered by tertiary education institutions. This report will be useful to academics, theorists and practitioners alike and can be utilised as (1) a general annotated bibliography of readily available past literature, (2) a tool for rapidly reviewing how strategic management has evolved, (3) a source of quick reference for trends and significant findings within N.Z. businesses, or (4) where an individual has not yet encroached the subject, a starting point for their appreciation of the topic. It is my desire that this work contribute in some small way to the consideration by all who read it that information and communication are the essence of our everyday lives, and that therefore the adoption of an holistic approach to each and every means for making information more communicable, more valuable, more accurate, more relevant and appropriate, and more easily and effectively communicated whether through the use of technology or not, is both a logical and a most desirable proposition.
  • Thumbnail Image
    Item
    Strategic information systems control practices in New Zealand : a thesis presented in partial fulfilment of the requirements for the degree of Doctor of Philosophy in Management at Massey University
    (Massey University, 2002) Eid, Mustafa Ismail Mustafa
    A very important issue for companies is how well its Information Systems (IS) strategy supports its business strategy and direction. Strategic control of IS strategies is concerned with the monitoring, reviewing and maintenance of IS strategies from a strategic perspective, to ensure that IS strategies are performing well in terms of supporting the business strategy and direction in current and future business and information technology circumstances. The purpose of this study was to investigate strategic IS control practices of New Zealand organizations and to measure their level of effectiveness. A field survey of 123 New Zealand organizations provided the data for the study. The results show about 85% of NZ organizations practising IS planning also practice strategic oriented control over their IS plans, and with varying degrees of effectiveness. Three strategic IS control approaches have been identified: cybernetic, ad hoc, and a combined approach of both cybernetic and ad hoc. The cybernetic and combined approaches were found more than adequate, while the ad hoc is found to be just adequate. Strategic IS control is found to significantly influence the organizational IS plan performance. The study has identified five obstacles that work against the current practice of strategic IS control as follows (in order of significance): (1) lack of time, (2) lack of knowledge and/or expertise, (3) lack of tools, (4) difficulty of the task of strategic IS control, and (5) lack of funding. The variable industry competitiveness is found to be related to organizational intensity of IS use. The study also suggested further research recommendations to improve strategic IS control practice.