The Strategic Role of the Board: The Impact of Board Structure on Top Management Team Strategic Capability

This article discusses the strategic role of the board and the impact of board structure on top management team strategic capability. It addresses key areas such as board diversity and leadership, and identifies the knowledge gap in understanding strategic action capabilities. The article provides key findings on the effectiveness of board members and their contributions to competitive advantage. It contributes to the understanding of competitive environments in business sectors.

Running head: MANAGEMENT
Management
Name of Student
Name of University
Author Note

1
MANAGEMENT
Table of Contents
Article referencing #1................................................................................................................2
Stating own position...................................................................................................................2
Stating the view of the author....................................................................................................2
Discussing key areas addressed in the journal article................................................................2
Identifying the knowledge gap addressed in the journal article.................................................2
Identifying the key findings of the journal article......................................................................3
Discussion of the academic and managerial contributions made by the article.........................3
Drawing conclusion from work of others..................................................................................3
Agreeing with the views of others or pointing out assumptions................................................3
Article referencing #2................................................................................................................3
Stating own position...................................................................................................................4
Stating the view of the author....................................................................................................4
Discussing key areas addressed in the journal article................................................................4
Identifying the knowledge gap addressed in the journal article.................................................4
Identifying the key findings of the journal article......................................................................5
Discussion of the academic and managerial contributions made by the article.........................5
Drawing conclusion from work of others..................................................................................5
Agreeing with the views of others or pointing out assumptions................................................5
Article referencing #3................................................................................................................5
Stating own position...................................................................................................................6

2
MANAGEMENT
Stating the view of the author....................................................................................................6
Discussing key areas addressed in the journal article................................................................6
Identifying the knowledge gap addressed in the journal article.................................................6
Identifying the key findings of the journal article......................................................................6
Discussion of the academic and managerial contributions made by the article.........................7
Drawing conclusion from work of others..................................................................................7
Agreeing with the views of others or pointing out assumptions................................................7
Bibliography...............................................................................................................................8

3
MANAGEMENT
Article referencing #1
Grundy, T., 2006. Rethinking and reinventing Michael Porter's five forces
model. Strategic Change, 15(5), pp.213-229.
Stating own position
The position of the researcher is that of a researcher with the aim to research about
competitive forces in industry and the manner in which application of different models can
help in mitigating challenges related to it.
Stating the view of the author
The view of the author is that the five-force model proposed by Michael Porter has
been influential in various business schools. However, the model has not applied with effect
in a practical manner. The paper provides arguments about the opportunities of using the
Porter’s model in a proper manner.
Discussing key areas addressed in the journal article
The key area that has been addressed in the journal article is the reasons behind the
lack of application of Porter’s five-forces. Some of the reasons include the fact that it is
relatively abstract and highly analytical and the fact that microeconomics was applied more
than management.
Identifying the knowledge gap addressed in the journal article
The knowledge gap that has been addressed in the journal article is that in the modern
world, the application of Porter’s five-forces is applied more for management purpose rather
than for economic purpose.

4
MANAGEMENT
Identifying the key findings of the journal article
The key findings of the journal article is that a negative shift in forces and a
significant cause can decline the volume of the company that is lower than expected. This can
be considered as strength of the article while the weakness is that it does not provide for
examples about the use of the Porter’s five-force.
Discussion of the academic and managerial contributions made by the article
The article has made a huge contribution to the academic area by stating the
importance of the application of Porter’s five-forces and the manner in which it can help in
forming strategies.
Drawing conclusion from work of others
Conclusion can be drawn from the work of Sölvell (2015) in which it is stated that
competitive advantage brings about new perspectives for the strategies to be created by the
managers.
Agreeing with the views of others or pointing out assumptions
Based on the analysis of the two articles it can be agreed that the application of
business models such as Porter’s five-force model can help in organisations to gain idea
about its position.
Article referencing #2
Gratton, L., Hope‐Hailey, V., Stiles, P. and Truss, C., 1999. Linking individual
performance to business strategy: The people process model. Human Resource
Management: Published in Cooperation with the School of Business Administration, The

5
MANAGEMENT
University of Michigan and in alliance with the Society of Human Resources
Management, 38(1), pp.17-31.
Stating own position
The position of the author is that of a human resource manager trying to link
performances to the business strategies by applying the people process model.
Stating the view of the author
The view of the author is that sustained competitive advantage needs to be delivered
in a short time while trying to prepare for a long-term success. The models associated with
strategic human resource management are normative and provides an idea about the manner
in which HRM need to work.
Discussing key areas addressed in the journal article
The key areas addresses in the journal article are that of the link that can be made
between the business strategy and the individual performances. This can be done by
identifying the organisational capability and at the same time making link with various
businesses across the country.
Identifying the knowledge gap addressed in the journal article
The knowledge gap that is addressed in the journal article can be considered based on
the application of the performances of the individuals as well as that of the business
strategies.

6
MANAGEMENT
Identifying the key findings of the journal article
The key findings from the journal article is the fact that business strategies need to be
linked based on the people process model with a clear view of the short-term and the long-
term cycle that can help in the development of the business. The strength is that it identifies
specific planning activities and the weakness is that it does not provide practical examples of
companies.
Discussion of the academic and managerial contributions made by the article
The academic and managerial contributions made by the article are that workforce
development can be linked with the business strategies that are undertaken by the managers at
different levels.
Drawing conclusion from work of others
From the work done by Ansoff et al. (2018) it can be said that workforce management
as well as strategic development can be associated with link made between the work
performance as well as its application in business.
Agreeing with the views of others or pointing out assumptions
An assumption can be made that can help in the development of the viewpoints
confirmed by the authors with the implication of such strategies in reputed companies across
the world.
Article referencing #3
Kim, B., Burns, M.L. and Prescott, J.E., 2009. The strategic role of the board: The
impact of board structure on top management team strategic action
capability. Corporate Governance: An International Review, 17(6), pp.728-743.

7
MANAGEMENT
Stating own position
The position of the researcher is a top manager overseeing the capability of taking
strategic actions
Stating the view of the author
The view of the author is that the role of the top-level managers evolves in a broader
manner and at the same time, the impact it causes on the contributions made by the corporate
boards can help in the rapid development of strategic roles.
Discussing key areas addressed in the journal article
The areas addressed in the journal includes the ability of the board members as well
as the diversity that leadership plays for gaining a competitive advantage based on the trends
of an emerging market.
Identifying the knowledge gap addressed in the journal article
The knowledge gap addressed in the journal article is that of the ability of the leaders
as well as the board diversity and strategic speed that exists while trying to form strategic
action capabilities.
Identifying the key findings of the journal article
The key findings indicate mixed findings that help in the differentiation of the
configurations of the board members. The strength is that it an analysis of the effectiveness of
the board members while the weakness lay in the fact that specific examples and statistical
impact is not provided.

8
MANAGEMENT
Discussion of the academic and managerial contributions made by the article
The academic and managerial contributions that is made by the article contribute to
the fact that every manager need to understand the manner in which competitive environment
can be present in the business sectors.
Drawing conclusion from work of others
From the research undertaken by Akter et al. (2016) an improvement to the
capabilities of the data can be taken into consideration for linking strategic management as
well as the competitive business that exists in the market.
Agreeing with the views of others or pointing out assumptions
Agreement can be made with the viewpoint made by the authors about the link that
exists between understanding the strategic link as well as the contributions made by the top
level managers.

9
MANAGEMENT
Bibliography
Akter, S., Wamba, S.F., Gunasekaran, A., Dubey, R. and Childe, S.J., 2016. How to improve
firm performance using big data analytics capability and business strategy
alignment?. International Journal of Production Economics, 182, pp.113-131.
Ansoff, H.I., Kipley, D., Lewis, A.O., Helm-Stevens, R. and Ansoff, R., 2018. Implanting
strategic management. Springer.
Gratton, L., Hope‐Hailey, V., Stiles, P. and Truss, C., 1999. Linking individual performance
to business strategy: The people process model. Human Resource Management: Published in
Cooperation with the School of Business Administration, The University of Michigan and in
alliance with the Society of Human Resources Management, 38(1), pp.17-31.
Grundy, T., 2006. Rethinking and reinventing Michael Porter's five forces model. Strategic
Change, 15(5), pp.213-229.
Kim, B., Burns, M.L. and Prescott, J.E., 2009. The strategic role of the board: The impact of
board structure on top management team strategic action capability. Corporate Governance:
An International Review, 17(6), pp.728-743.
Noe, R.A., Hollenbeck, J.R., Gerhart, B. and Wright, P.M., 2017. Human resource
management: Gaining a competitive advantage. New York, NY: McGraw-Hill Education.
Sölvell, Ö., 2015. The Competitive Advantage of Nations 25 years–opening up new
perspectives on competitiveness. Competitiveness Review, 25(5), pp.471-481.