Management and Business Context

This analysis examines five articles on management and business context, covering topics such as organizational structure and governance, functions of diverse firms, risks confronting the firm, organization and business practices, and environmental forces. The articles provide insights into the strengths and weaknesses of different approaches and perspectives in managing and understanding business contexts.

Running head: MANAGEMENT AND BUSINESS CONTEXT
MANAGEMENT AND BUSINESS CONTEXT
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Introduction
Businesses primarily need to constantly focus on change and improvement to sustain in
dynamic environments. The competence of an organization to position suitable business
procedures necessitate that a fit connecting business developments and systems that sustain the
supervision of these processes tend to maintain the supervision of these processes is constantly
maintained and developed (Wirtz et al., 2016). Moreover, achievement and use of knowledge
regarding the context whereby business processes are distinct, outlined and executed can assist in
maintaining such a fit. The following paper will analyse five articles which have focused on
varied contexts in business management and highlight the strengths and weaknesses of five
articles.
Discussion
Organizational Structure and Governance
Mair, J., Mayer, J., & Lutz, E. (2015). Navigating institutional plurality: Organizational
governance in hybrid organizations. Organization Studies, 36(6), 713-739. DOI:
10.1177/0170840615580007
Hybrid organizations which aims to mix elements, value systems in addition to action
logics of various sectors of society which are public, private and voluntary sectors. Mair, Mayer
and Lutz (2015) of this article have claimed the way majority of hybrid organizations involve
range of stakeholders and follow various conflicting goals by engaging them in highly unsteady
activities. The primary aim of Mair, Mayer and Lutz (2015) relied on focusing on the changeable
understanding of hybrid organizations and their roles and the ways through which these

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organizations tend to merge with several logics by focusing specifically on organizational
governance. To understand varying understanding of role of hybrid organization in focusing on
organizational structure and governance, the authors have conducted a survey based on 70 social
enterprises. However, in the initial step the authors have drawn comparisons of use of
governance practices across organizations. The paper can be sited as a comprehensive one, as it
offered inclusive insights of the way social organizations which fail to distinguish commercial as
well as social welfare logic are likely to merge elements offered by those logics or modernize by
approving new governance practices by the commercial or social welfare logic. Mair, Mayer and
Lutz (2015) through their findings have mentioned that conforming hybrids tend to shed light on
structure and activities associated with either social wellbeing or commercial logic. One of the
major strengths of the articles lies on the way, evaluation of three organizational cases have
claimed that nonconforming hybrids challenge governance practices which have been
implemented by analysis of logic in relation to board structures.
Functions of diverse firms
Amis, J. M., Munir, K. A., Lawrence, T. B., Hirsch, P., & McGahan, A. (2018). Inequality,
institutions and organizations. Organization Studies, 39(9), 1131-1152. Retrieved from:
https://ora.ox.ac.uk/objects/uuid:a9a28566-6cc2-4985-aa52-a89be3830ddd/download_file?
file_format=pdf&safe_filename=Amis%2Bet%2Bal.%252C%2BInequality%252C
%2Binstitutions%2Band%2Borganizations.pdf&type_of_work=Journal+article
Amis et al. (2018) have noted that modern organizations which function in regular market
are significantly influenced in the elevating levels of global inequality. Drawing relevance to
such a factor, Amis in their paper have focused on strategies of social structures for the free

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market over other forms of financial enterprise has made forms of inequality to be highly
predictable. Amis et al. (2018) by gathering data from Oxfam have revealed that over 80% of all
economic growth estimated in 2017 attained the richest 1% of the population, whereas the
poorest 50% did not witness any such growth. Meanwhile, the article highlighted identical
dynamics of nations experiencing high rate of inequality whereas Estonia has revealed a radical
increase in its economy. Furthermore, the paper offers inclusive insights of considering
intersectionality in inequality mechanisms that has developed as a primary issue of race,
ethnicity and gender. However, in order to understand diversity in organizations, the authors
have efficiently conducted interviews with 31 students belonging to financially affluent and
deprived families whereby around two-thirds have been distinguished to be ethnic minorities.
Amis et al. (2018) have shared similar views with Adam Cobb (2016) and revealed that certain
identity intimidations are guided as per racial differences to somatic norm of white, upper or
middle class. These differentials as per Amis et al. (2018) tend to have intense destabilising
effect on individuals aiming to tackle vulnerable situations. However, few limitations of this
article can be observed which resulted evaluations of organizations to overlook major
determinants of process whereby forms of inequalities reflected representation and
intensification.
Risks Confronting the Firm
Xie, Z., & Li, J. (2017). Selective imitation of compatriot firms: Entry mode decisions of
emerging market multinationals in cross-border acquisitions. Asia Pacific Journal of
Management, 34(1), 47-68. DOI 10.1007/s10490-016-9459-y

4MANAGEMENT AND BUSINESS CONTEXT
Xie and Li (2017) fundamentally aimed to explore imitation in cross-border business
enterprises by budding market multinationals. These imitations have resulted due to equity share
demands in such acquirements. Previous acquisitions by peer nationals as well as by developed-
market multinationals (DMNCs) have been assessed through the investigation of over 600 cross
border organizations which have operated from 1987 to 2008. The analysis however has claimed
that several state-owned Chinese organizations have lower propensity to emulate. Xie and Li
(2017) in the paper have mentioned that for attainable results of imitation impacts, it is highly
imperative to regulate highest number of factors which will justify ownership-based entry mode
alternatives from other viewpoints. The article can be sited as highly comprehensive as it
highlighted propensity of other factors to leverage entry mode choices of MNCs. Data collected
from the UNCTAD cross border M&A database have revealed rate of pre-emption threat of the
host nation calculated by the worth of CBA transactions whereby host nation as a rate of
worldwide CBA in the 3 years preceded the focal operation. Moreover, the article has drawn
similar assertions like Ang et al. (2015) and stated that discerning inter-organizational
reproduction proficiently explicate the variations in ownership-based entry mode alternative in
CBAs performed by EMNCs. Furthermore, Xie and Li (2017) have segregated the influences
state-owned and non stated owned nationals. Such assertions however explain that earlier
entrance mode decisions performed by privately-owned nationals have greater propensity to be
impersonated by nationalized as well as private acquirers who have later entrance in the same
host nation.

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Organization and Business practices
Hargrave, T. J., & Van de Ven, A. H. (2017). Integrating dialectical and paradox
perspectives on managing contradictions in organizations. Organization Studies, 38(3-4),
319-339. DOI: 10.1177/0170840616640843
The paper has offered insights of a typology and process model which aim to integrate
dialectical and paradox perspectives on controlling inconsistencies within organizations. The
fundamental aim of the Hargrave and Van de Ven (2017) relied on providing integrated typology
and process model account for dialectical as well as paradox approaches to sustain negotiations
and challenges and further shed light on assimilation and adjustments combining both the
approaches. Drawing credence from other findings, Hargrave and Van de Ven (2017) in their
article have assessed the management of organizational contradictions by efficiently relating
paradox as well as dialectical perspectives. The article can be sited as a comprehensive one as it
offered highly integrated model of successfully managing varied challenges and negations
occurring in the organization and further proposed extensive investigation strategies of
upholding successful management of organizational challenges whether they are positioned as
dialectics or paradox researchers or simply function as both. Hargrave and Van de Ven (2017)
have noted that such a program would focus on factors associated with organizational conflict,
challenges, power, and politics in addition to unplanned or involuntary organizational results.
Authors through their presentation of descriptive typology along with process model for
supervising disagreements and negations have increased the excellence of the article. The table
critically focused on the importance of integrating key elements of the paradox and dialectical
perspectives. However, by drawing insights of Walker, Schlosser and Deephouse (2014), the
paper has exhibited the importance of combining the paradox and dialectical perspectives which

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has aided the authors to be directed by the foundation that the two viewpoints fail to explain
distinctive progressions. On the other hand, these perspectives would aim to distinguish
particular characteristic of contradictions along with the processes in which they operate, while
disregarding the other aspects (Putnam & Fairhurst, 2015).
Environmental Forces
Ebers, M., & Maurer, I. (2016). To continue or not to continue? Drivers of recurrent
partnering in temporary organizations. Organization Studies, 37(12), 1861-1895. DOI:
10.1177/0170840616655490
Continuing Collaboration of organizations with other organizations in several
organizational projects, agreements, consumer–supplier relationships along with other types of
temporary organizations comprises of important research topic in organization studies. Authors
have mentioned that substantial exploration specifically on inter-organizational coalitions has
revealed that organizations’ experience with alliances tend to increase the pace of new alliances
penetrating into the market (Ebers & Maurer, 2016). The paper has offered inclusive insights on
consumer relationships which revealed the influences of enduring corporate alliances between
buyer and seller. Furthermore, through experiential learning, the paper has hypothesized range of
factors which outline phases of experiential learning in relation to frequent group effort between
project partners. On the other hand, Ebers and Maurer (2016) of this article have gathered
insights from previous studies that focused on the way moderators have influenced importance as
well as salience of the results of previous collaboration for subsequent projects. One of the major
areas of focus of this article lied on its findings of experiential learning which suggested that
material and influential commitments of the organization to a specific relationship tend to outline

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the way these actors construe previous partnering results. Additionally, the article has mentioned
about possible implication which might arise in relation to the previous collaboration which has
the propensity to influence the collaboration across various organizational projects,
collaborations along with consumer relationships (Ebers & Maurer, 2016). The article thus can
be claimed to be a comprehensive one, as it offered well analysed information regarding
relationship-centric investments which are likely to stimulate associates to develop their alliance
apart from the prearranged projects which typically generate revenues. As a result, this article
can be treated as a useful resource to successfully investigate factors which have the propensity
to generate as well as represent continuity in several temporary organizations.
Conclusion
Hence to conclude, analysis of the aforementioned five articles has been highly effectual
to explore underlying principles of management and business context. Through evaluation of
papers on functions in diverse firms it has been noted that racial diversities related to gender,
race as well as class continue to be widespread thus resulting to create complexities within
organizations. Furthermore, analysis of these articles has focused on factors related to
disagreement, authority, politics, and institutions in addition to involuntary consequences
influencing business contexts of modern organizations.

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References
Adam Cobb, J. (2016). How firms shape income inequality: Stakeholder power, executive
decision making, and the structuring of employment relationships. Academy of
Management Review, 41(2), 324-348.
Amis, J. M., Munir, K. A., Lawrence, T. B., Hirsch, P., & McGahan, A. (2018). Inequality,
institutions and organizations. Organization Studies, 39(9), 1131-1152.
Ang, S. H., Benischke, M. H., & Doh, J. P. (2015). The interactions of institutions on foreign
market entry mode. Strategic Management Journal, 36(10), 1536-1553.
Ebers, M., & Maurer, I. (2016). To continue or not to continue? Drivers of recurrent partnering
in temporary organizations. Organization Studies, 37(12), 1861-1895.
Hargrave, T. J., & Van de Ven, A. H. (2017). Integrating dialectical and paradox perspectives on
managing contradictions in organizations. Organization Studies, 38(3-4), 319-339.
Mair, J., Mayer, J., & Lutz, E. (2015). Navigating institutional plurality: Organizational
governance in hybrid organizations. Organization Studies, 36(6), 713-739.
Oxfam. 2018. Reward work, not wealth. Oxford: Oxfam
Putnam, L. L., & Fairhurst, G. T. (2015). Revisiting “organizations as discursive constructions”:
10 years later. Communication Theory, 25(4), 375-392.
Walker, K., Schlosser, F., & Deephouse, D. L. (2014). Organizational ingenuity and the paradox
of embedded agency: The case of the embryonic Ontario solar energy
industry. Organization Studies, 35(4), 613-634.

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Wirtz, B. W., Pistoia, A., Ullrich, S., & Göttel, V. (2016). Business models: Origin, development
and future research perspectives. Long range planning, 49(1), 36-54.
Xie, Z., & Li, J. (2017). Selective imitation of compatriot firms: Entry mode decisions of
emerging market multinationals in cross-border acquisitions. Asia Pacific Journal of
Management, 34(1), 47-68.
York, J. G., Hargrave, T. J., & Pacheco, D. F. (2016). Converging winds: Logic hybridization in
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