Exploring Business Management Topics from Renowned Journal Articles

Running head: TOPIC
Management and Business context
Name of the Student
Name of the University
Author’s note

1TOPIC
Introduction
A business organisation has a number of aspects that has to be in sync with one another
in order to achieve. Business management is a research field that has a variety of subjects and
variables explored by scholars. With the help of academic research scholars develop models and
frameworks which are used by the management in order to achieve the objectives. Decisions and
policies of the business are made on the basis of the analysis which is backed up by evidences
from the academic research on the topic of concern. There are two environments that a business
organisation operates upon internal and external. Where the internal environmental aspects are
under the control of the management the external aspects are not, thus in order to ensure a
favorable milieu among the two environments it is important for the management to refer
academic journals. In this assignment five topics will be explored from renowned journal
articles.
Annotated Bibliography
Organisational structure
Chen, V. Z., Li, J., Shapiro, D. M., & Zhang, X. (2014). Ownership structure and
innovation: An emerging market perspective. Asia Pacific Journal of Management,
31(1), 1-24. DOI: 10.1007/s10490-013-9357-5
In the assignment there are two contextual aspects that are discussed: ownership structure
and innovation. Structure of an organisation is the way the company works in terms of
addressing the right person at the right time. It ensures there is coordination in allocating the
work and supervision of the functions. In the article the authors argue that the structure of

2TOPIC
ownership in a firm gives an important leverage to the management by which the management
allocates the resource and employee the capabilities of the firm in order to innovate.
Organisation structure is based on the values and principles that are followed by the people
associated with the company. Many companies follow a strict hierarchy and formal chain of
structure where as there are organisations that run on Matrix structure where the area and scope
of free thinking and more flexibility.
The new findings that has elucidated from the conclusion are: ownership type diversity
and ownership concentration are essential for incorporating innovation; they have also found that
there are a number of factors in the external environment apart from the ownership structure that
impacts the process of innovation. As the external factors are not under the control of the
company structure of ownership becomes an important internal resource that can be channelized.
The authors also indicate a new topic of research: ownership concentration to be gaining more
importance in the future research.
These findings are important as it provides insights regarding the ways in which the
structure can help and the ways in which innovation is important in the process of growth.

3TOPIC
Environmental forces
Schilke, O. (2014). On the contingent value of dynamic capabilities for competitive
advantage: The nonlinear moderating effect of environmental dynamism. Strategic
management journal, 35(2), 179-203.DOI: 10.1002/smj.2099
Every organisation wants to establish a separate identity in the market in order to gain
competitive advantage over the other players. These decisions of the company are based on the
environment factors that impact the organisation. The contextual factors in the articles are
competitive advantage and environmental dynamism. Competitive advantage is the strategy that
has been taken by the organisation in order to gain an edge over the other competition in the
industry, for example there are organisations that undertaken pricing strategy on the other hand
there are organisation that take the product development and innovations strategy in order to
make a mark. Any strategies that a company takes are based on the dynamics of the business
environment.
The findings of the research suggest that competitive advantage is not always based on
the dynamic capabilities. The authors argue that there is no fixed formula when it comes to
dynamic capabilities. The authors also conclude that environmental dynamism has a significant
contribution towards establishing a link in between dynamic capabilities and competitive
advantage.
The research implies that the intermediate stage is the most effective time to establish a
relationship in between dynamic capabilities and competitive advantage therefore the managers
of an organisation must ensure that there is constant analysis and understanding of the
environmental aspects in order to understand the opportunity that lies ahead and also to