Management and Business Context: An Annotated Bibliography

This annotated bibliography provides an explanation about the need and importance for the selected contextual elements that influence the organizational decision making process. The selected contextual elements are the environmental forces, the assessed risks, organizational governance, organizational structure and the diverse business practices. The bibliography includes five journal articles that provide insights into the chosen topic. The articles cover topics such as rapid internationalization, resistance to organizational change, cultural distance, organizational structure, and firm reputation.

Running head: MANAGEMENT AND BUSINESS CONTEXT
MANAGEMENT AND BUSINESS CONTEXT
Name of the student:
Name of the university:
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Introduction
Decision making has always been considered to be critical to every organization.
Different organization undergoes different issues due to the influence of a wide range of
factors on the organizational decision making process. Some of the factors include cognitive
biases, past experiences, cultural and individual differences. This paper is going to elaborate
on presenting an annotated bibliography in order to provide an explanation about the need
and importance for the selected contextual elements that influence the organizational decision
making process. These elements are the environmental forces, the assessed risks,
organizational governance, organizational structure and the diverse business practices.
However, by discussing about the importance of these contextual elements, this paper would
move further, shedding light on a total of five selected journal articles which would
successfully provide a deep insight into the chosen topic. The five journals that has been
selected for the making of this annotated bibliography are the Journal of Management,
Journal of International Business Studies, British Journal of Management, Australian
Journal of Management and the Management International Review.
Annotated Bibliography
Reference 1:
Cavusgil, S. T., & Knight, G. (2015). The born global firm: An entrepreneurial and
capabilities perspective on early and rapid internationalization. Journal of
International Business Studies, 46(1), 3-16.DOI: 10.1057/jibs.2014.62
Through this article Cavusgil and Knight (2015) have provided a framework for the process
of rapid and early internationalization among the entrepreneurial and young organizations.
This articles could be characterized a one of the integrations of capability based thinking,

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marketing and entrepreneurial around the exporting and is positioned in the name of born
global exporter. Furthermore, as per the article the various risk factors that are confronted by
the organizations comprise of the global competition. This is the risk factor that this article is
focused on. It further questions the results of the “born global” companies in the time of their
process of maturity. With the same, it also questions on things like the reasons behind the
early intervention of some of the companies. It is also to mention that this journal article has
presented a very clear understanding of the different trends in the field of contemporary
business environment as well as the different ways in which these trends have changed in the
last few decades. The several research findings of this article can help the managers of the
firms in understanding the various risk factors related to the issue of localization and
internalization. With the same, it also is helpful in assisting them in taking the steps that goes
well with both the process of localization as well as internationalization.
Reference 2:
Georgalis, J., Samaratunge, R., Kimberley, N., & Lu, Y. (2015). Change process
characteristics and resistance to organisational change: The role of employee
perceptions of justice. Australian Journal of Management, 40(1), 89-113. DOI:
10.1177/0312896214526212
There are several potential reasons for a failed change in an organization. However,
the factor of resistance to change by the part of the employees, especially the ones who
beliefs that there is no need of change and everything is working well is widely been
recognized as the most significant contributors of this problem. There are several literatures
in which the researchers have researched and studies about the issue of resistance and they
have emphasized more on all the context specific antecedents that could be divided into the
ones that are related to the change results. With the same, they have also focused on the

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implementation of change. In this article Georgalis et al. (2015) have acknowledged the
vitality of the perceptions of the employees about the fairness in the organizational change
management. They have also identified the fact that perceptions of the employees is the key
factor in the development of positive attitudes of theirs towards the organizational change.
However, the main aim of this article is examining the impact of perceptions of the
employees about the justice on the resistance to change. It is also to note that in this article,
the authors have undertaken the entire research along with the feature of the LMX (Leader-
Member-Exchange) in order to evaluate the influence of the perceptions of justice among the
employees about organizational change and the need for it.
Reference 3:
Harzing, A. W., & Pudelko, M. (2016). Do we need to distance ourselves from the
distance concept? Why home and host country context might matter more than
(cultural) distance. Management International Review, 56(1), 1-34.. .DOI:
10.1007/s11575-015-0265-4
In this article, the authors have focused on the efficiency of one among the important
components of International Business- the cultural distance. Harzing and Pudelko (2016)
have elaborated on the impacts of this cultural distance on the entry mode choice that is
further considered to be the most researched in the strategy of international business. With
the same, the contextual factors that have been analyzed and discussed here is the functions
of diverse companies. It have examined the descriptive power of the cultural distance. It is
also to note that, the influence of cultural distance, particularly on the preference of entry
style has been discussed and this is one among the highest researched areas in the field of
international business strategy. The authors have provided an in-depth insights into the
various factors which have the potential to compel the firms in functioning differently, both

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in their homeland as well as in abroad. In this research, a good amount of empirical
investigation has been done in more than 800 different Multi-national company subsidiaries
which have encompassed about fifty different home nation as well as nine host nations all
over the globe. They have found that the different firm functions are highly impacted by the
context of their home and their host country because of cultural differences. The cultural
distance and its power to discuss the entry mode choice is very limited when the national and
host nation contexts are accounted for.
Reference 4:
Lin, L. H. (2014). Organizational structure and acculturation in acquisitions:
Perspectives of congruence theory and task interdependence. Journal of
Management, 40(7), 1831-1856. DOI: 10.1177/0149206312442385
In this research, Lin (2014) has attempted for understanding the strategy structure as
well as the strategy-cultural contingencies that facilitate the post-acquisition performance in
the organizations. Right from the perspective of the task independence, in this article, the
author have argued on the ground the different acquisition strategies such as the related,
vertical and the unrelated need different levels of headquarter centralization as well as
interdivisional integration in organization structure and in different degrees of acculturation
present in the same. He has made use of the input/output analysis for developing the
theoretical measures for the diverse acquisition strategies in order to test these arguments. It
helps in striking the balance in communication in between the reputation, their outcomes and
their causes with the stakeholders. Furthermore, the article have also tried finding out the
main reasons for the same organizational stimuli that leads to various responses of the
stakeholders.

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According to the author, the companies should very carefully consider its
organizational structure as the most critical to effective organizational design. As per the
findings of this study, consistency in organizational structure enables the performance of the
organization. With the same, the other elements such as strategy, culture etc. have also played
a very important role. However, the role of organizational structure is considered to be the
strongest of all. Hence, the managers all across the organizations should therefore take some
clue from the findings of this article and they should start developing some new
correspondence model of the organizational designs.
Reference 5:
West, B., Hillenbrand, C., Money, K., Ghobadian, A., & Ireland, R. D. (2016).
Exploring the impact of social axioms on firm reputation: A stakeholder
perspective. British Journal of Management, 27(2), 249-270. DOI: 10.1111/1467-
8551.12153
This article have proposed a model of the deeply held benefits. The different elements
of this article are organizational structure, performance, acquisition integration and
acculturation. With the same, this article have also proposed a model which show the
intensity of the strongly held benefits- ‘the social axioms’. As per the authors West et al.
(2016), building on conceptual model which incorporates the service or the product quality of
the company along with the social responsibilities as the key reputational dimension, the
authors of this research have tested empirically for the moderating influences and that to in
the form of this strongly help benefit. They have also provided some suggestions on how the
strategic reputation management could be out looked within as well as in across the different
stakeholder groups during the time when the companies grapple along with the effective
management of the different expectations of the stakeholders. This article have helped the

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managers across different companies in learning different practices within their organization
as well as the importance of understanding the diverse perspectives of the diverse
stakeholders. With the same, they could also use the findings of this research in order to
analyze the responses of the stakeholders that are associated with the concept of reputation-
related motivations. They could easily find out the ways in which they could now encourage
their stakeholders for remaining loyal to their companies with the help of this article.
Conclusion
Environmental forces that have the potential to cause change within the organizations
or resistance to change are very important in determining the performance level of a firm.
Therefore, for determining the organizational performance of the CQ in clear manner, the
analysis of the various different environmental forces that have resulted in the very change is
very important. Hence, after analyzing these above mentioned five articles on five different
contextual factors which are important to the process of organizational decision making, one
of the specific factors has been chosen. It has been assessed that when CQ conducts
performance management on its staff, the knowledge of environmental forces can assist it for
assessing the factors which have caused increased/decreased level of staff performance.
Hence, having an in-depth knowledge about which environmental forces influences the
performance of the university in terms of change, can help the management in preparing a
change that is capable of organizational culture and hence, will improve employee
performance.

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References:
Cavusgil, S. T., & Knight, G. (2015). The born global firm: An entrepreneurial and
capabilities perspective on early and rapid internationalization. Journal of
International Business Studies, 46(1), 3-16.https://doi.org/10.1057/jibs.2014.62
Georgalis, J., Samaratunge, R., Kimberley, N., & Lu, Y. (2015). Change process
characteristics and resistance to organisational change: The role of employee
perceptions of justice. Australian Journal of Management, 40(1), 89-113.
doi/abs/10.1177/0312896214526212
Harzing, A. W., & Pudelko, M. (2016). Do we need to distance ourselves from the distance
concept? Why home and host country context might matter more than (cultural)
distance. Management International Review, 56(1), 1-34..
https://doi.org/10.1007/s11575-015-0265-4
Lin, L. H. (2014). Organizational structure and acculturation in acquisitions: Perspectives of
congruence theory and task interdependence. Journal of Management, 40(7), 1831-
1856. doi/abs/10.1177/0149206312442385
West, B., Hillenbrand, C., Money, K., Ghobadian, A., & Ireland, R. D. (2016). Exploring the
impact of social axioms on firm reputation: A stakeholder perspective. British Journal
of Management, 27(2), 249-270. https://doi.org/10.1111/1467-8551.12153

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