Over the last few decades Big Data has impetuously penetrated almost every domain of human interest/action and it has (more or less consciously) become a ubiquitous presence of day to day life. The main questions this exploratory paper seeks to address (throughout its two parts) are the following: What is the (actual) impact of Big Data on Business & Management and How can businesses (through their management) leverage the potential of Big Data to their benefit? A gradual, step by step approach (based on literature review and a variety of secondary data) will guide the paper in search for answers to the abovementioned questions: starting with a concise history of the topic Big Data as reflected in academia and a critical content analysis of the Big Data concept, the paper will then continue by emphasizing some of the most significant realities and trends that characterize the supply-side of the big data industry; the second part of the paper is dedicated to the investigation of the demand-side of the big data industry – by highlighting some evidences (and projections) on the impact of big data analytics on Business & Management (both at aggregate and granular level) and exploring what companies could and should do (through their management) in order to best capitalize on the opportunities of big data and avoid/minimize the impact of its threats.
Value represents one of the key concepts in strategic management, because the evolution of both the theory and practice of strategic management has been greatly shaped by the generic searching for value. But the approaches of value have been quite various and sometimes controversial, making value one of the most complex and dynamic determinants and metrics of the strategic competitiveness of the firm. Therefore, the paper aims to identify, based on literature review, the multiple valences value has for the strategic management process (in all of its phases: analysis, formulation and implementation), in order to capture as much as possible of its multiple facets (as concerns value drivers, value creation and value distribution) into a comprehensive framework – able to successfully manage and measure the contribution of value to the strategic competitiveness of the firm, while enhancing it.
For better or for worse, the “corporations rule the world” assertion is nowadays more actual and accurate than ever before, as multinational companies represent the undisputable engine of the globalization process, and the latter continuously (re)creates the background against which global multinationals are flourishing, while reinforcing their “domination”. Since 1995, the Fortune Global 500 ranking (FG 500) annually provides a comprehensive and eloquent image of the world of global multinationals; the merits of the FG 500 ranking go beyond the synchronic approach of the characteristics of global multinationals (in terms of revenues, profits, assets and employees - by sector, industry and country), as it also favors diachronic analysis and comparisons - which are essential for strategists in identifying evolving trends and substantiating corporate strategies able to lead to sustainable competitiveness. The paper aims to determine the contribution of sectors to FG 500 ranking in 2016, on one hand, and to emphasize on some industry-based dynamics in FG 500 - by comparatively analyzing the 2016 and 1996 rankings, on the other hand.
The global commandments of sustainable development, assumed and translated by the EU into a series of communications and resolutions, have found themselves a new (and more powerful) expression into the “Directive 2014/95/EU (…) as regards disclosure of non-financial and diversity information by certain large undertakings and groups”; in order to increase the transparency of their sustainability-related actions and results, these companies need to report (starting from 2018, by referring to the financial year 2017) information “relating to, as a minimum, environmental, social and employee matters, respect for human rights, anti-corruption and bribery matters”. As regards the Romanian companies, although they have had a relatively delayed start in terms of embracing CSR initiatives and practices (and SCR reporting respectively), the Directive 2014/95/EU could represent a great opportunity for diminishing the gap – if properly internalized and strategically operationalized. The paper aims to perform a strategic diagnosis analysis on the CSR practices and CSR reporting in Romania, on the threshold of the Directive 2014/95/EU enforcement, in order to make an effective prognosis on its consequences and impacts.
As time went by, innovations have not only accompanied, but also shaped the evolution of humankind, while being its loyal source of progress; and they have played the same leading role at organizational (firm/company) level – although, if moving beyond the cumulative (global) outputs, a thorough (unit based) analysis would reveal that (the same) innovations have always distinguished between first movers and followers, innovators and imitators, winners and losers. Thus, the most innovative companies have had the opportunity of capitalizing on their realized innovation potential as industry innovation leaders, while the other companies have had to search for other types of strategic positioning in order to be competitive. But realities and trends are quite different nowadays – the unprecedented (time-related) pace and (space-related) diffusion rate that characterize innovations ask for companies to fundamentally change their approach on innovation: under the new circumstances, innovation can no longer be an option (but a perennial must – a marathon, not a sprint) and each company has to become (to a certain degree) an innovative company – in order to survive. Against this background, the paper aims to: (a). provide an outline of the main categories/topics the literature on organizational innovation deal with; (b). identify the profile and main characteristics of innovative companies; (c). compare and contrast two globally recognized rankings of the most innovative companies (BCG & PwC) in terms of companies’ characteristics.
The paper aims to emphasize, based on an interdisciplinary and multi-level approach, on the actual and potential contributions of businesses towards a green economic development - through the positive integration of the environmental challenges within their initiatives and strategies. The main objectives that the paper will target in order to accomplish this mission are: (1). to outline the general framework of the green economic development; (2). to identify the specific environmental challenges businesses could and have to address in order to support the green economic development; (3). to analyze particular initiatives and strategies which have been successfully developed by companies aiming at internalizing the environmental imperative - and to argue in favor of a new business model, able to end, through the green economic development, a virtuous circle of co-evolution between businesses and the environment.
In a world of unprecedented (diachronic and synchronic) complexities like ours, firms are forced to deal with an increasing number of organizational paradoxes that challenge their strategic choices. Under these circumstances, ambidexterity could become a (dynamic) core competence for firms, making the ambidextrous organization an imperative for businesses more than ever before. The paper aims to explore, based on an integrative approach, the most relevant literature on the interdependencies between the two topics (strategic paradoxes and organizational ambidexterity), in order to identify the most important thesis, arguments and solutions that support the ambidextrous organization, four decades after its first introduction into the academic literature ().
The main focus of (the two parts of) this article is on the emerging countries and their development paths. Particularly, it emphasizes on the role and contribution of innovation (of all kinds, in all its forms) for multinational companies from emerging economies (EMNC); the entire research endeavor is placed under the auspices of the knowledge-based society - the one that makes knowledge the ultimate source of power, enabling entities to use and potentially multiply it at the same time at global scale. Analyzing the situation of some emerging economies (starting from their best ranked multinationals), the article draws some empirical and theoretical conclusions on the ways knowledge and innovation could become determinants of progress beyond national boundaries.
Over the last few decades Big Data has impetuously penetrated almost every domain of human interest/action and it has (more or less consciously) become a ubiquitous presence of day to day life. The main questions this exploratory paper seeks to address (throughout its two parts) are the following: What is the (actual) impact of Big Data on Business & Management and How can businesses (through their management) leverage the potential of Big Data to their benefit? This second part of the paper is dedicated to the investigation of the demand-side of the big data industry – by highlighting some evidences (and projections) on the impact of big data analytics on Business & Management (both at aggregate and granular level) and exploring what companies could and should do (through their management) in order to best capitalize on the opportunities of big data and avoid/minimize the impact of its threats.
During the last few decades, the search for sustainability has experienced a tremendous momentum, encompassing all the levels of the global system. Fuelled by complex (both proactive and reactive) motivators, the process has surpassed the characteristics of an intellectual endeavor – more preoccupied by idealist goals, and less focused on the actual means to achieve them – and has proved that it can successfully be transposed into the corporate real world – of decision making, objective assessment, and relentless scrutiny. The paper aims to (broadly) explore the world of the most sustainable corporations – based on a descriptive (factual and dynamic) analysis of Corporate Knight’s annual rankings (2016-2018) of the Most Sustainable Corporations – in order to: (a). determine (by comparing and contrasting) the main features these organizations – able to transform the fuzzy concept of corporate sustainability into a coherent reality – display; and (b). set the premises for future (narrower) researches – aiming to explain the “how-s” behind the design, development and implementation of the strategies these corporations follow in their search for (sustainable) competitiveness.