Strategic Management of High Flyers Limited and SCH: Challenges and Opportunities

This study analyzes the PEST and SWOT factors of High Flyers Limited and the Porter Five Force analysis of its competitive pressure. It also discusses the strategic position and key challenges of SCH, including new demands in the market and lack of facilities for routine treatment. The study evaluates opportunities through Ansoff Growth Matrix and Johnson, Scholes and Whittington's framework and provides recommendations for their business growth. The subject is strategic management, and the course code and college/university are not mentioned.

Running head: STRATEGIC MANAGEMENT
Strategic Management
Name of the Student:
Name of the University:
Author’s Note:

1STRATEGIC MANAGEMENT
Table of Contents
Scenario 1........................................................................................................................................4
1.0 Introduction................................................................................................................................4
2.0 Issues Facing Industry...............................................................................................................4
2.1 PEST Analysis.......................................................................................................................4
2.2 SWOT Analysis.....................................................................................................................5
3.0 Key Issues Identified.................................................................................................................6
4.0 Competitive Pressure (Porter Five Force).................................................................................7
5.0 HFL External Environment Influence.......................................................................................8
5.1 Influence of PEST Factors on HFL.......................................................................................8
5.2 Influence of SWOT Factors on HFL.....................................................................................8
6.0 HFL Critical Perspective...........................................................................................................8
7.0 Conclusion.................................................................................................................................9
Scenario 2......................................................................................................................................10
1.0 Introduction..............................................................................................................................10
2.0 Discussion of Strategic Position and Key Challenges.............................................................10
2.1 Strategic Position.................................................................................................................10
2.2 Strategic Key Challenges.....................................................................................................11
2.2.1 New Demands in Market..............................................................................................11
2.2.2 Lack of Facility for Routine Treatment........................................................................12

2STRATEGIC MANAGEMENT
2.2.3 New Franchise in South East Asia................................................................................12
3.0 Analysis of opportunities Ansoff Matrix.................................................................................12
4.0 Evaluation opportunities Johnson Whittington Scholes..........................................................14
5.0 Recommendations strategic direction......................................................................................15
5.1 Service Development...........................................................................................................15
5.2 Market Expansion................................................................................................................15
5.3 Training to Staffs.................................................................................................................15
6.0 Conclusion...............................................................................................................................16
Coursework 2.................................................................................................................................17
Introduction....................................................................................................................................17
a) Resistance to Change and Reasons for Resistance to Change...................................................17
a. 1. Meaning of Resistance to Change......................................................................................17
a. 2 Reasons for Resistance to Change......................................................................................17
Fear of Job Loss and Low Trust............................................................................................17
Changes in the Status Quo.....................................................................................................18
Exhaustion.............................................................................................................................18
b) Change Management Process....................................................................................................18
c) Alternative Strategies for CIDesign..........................................................................................20
d) Lewin's Three-Stage Model for Successful Change Management............................................21
Unfreeze.....................................................................................................................................21

3STRATEGIC MANAGEMENT
Changing....................................................................................................................................21
Refreezing..................................................................................................................................21
Conclusion.....................................................................................................................................22
Reference List................................................................................................................................23

4STRATEGIC MANAGEMENT
Scenario 1
1.0 Introduction
Business environment incorporates several external and internal factors that can have
huge influence on the business functions of an organization (Wilden and Gudergan 2015). This
study will explore the issues facing industry and competitive pressure of High Flyers Limited
(HFL) described in the case study. The study will also demonstrate the impact of external
environmental factors on the business strategies of the organization.
2.0 Issues Facing Industry
2.1 PEST Analysis
PEST ANALYSIS OF HIGH FLYERS LIMITED (HFL)
Political Factor  Increasing numbers of sports initiatives supported by UK
Government is rising the sales volume of HFL in UK
 UK Government has decided to increase the level of VAT on the
sporting goods to 22% for raising the additional tax receipts
 Increasing VAT would definitely cause shrinking domestic sport
market in UK by 5%
Economic Factor  Declining economic condition of UK has reduced the overall profit
margin of the HFL
 The difference in the exchange rate of UK currency with USA and
Canada also hampers the overall profit volume of HFL

5STRATEGIC MANAGEMENT
Social Factor  High inclination of the people towards being involved in different
types of sports has increased the potentiality of sales volume of HFL
 The willingness of the customers to purchase high quality and
personalized sports costumes also increases the sales volume of the
organization
Technological
Factor
 HFL has invested a lot in technology for automating some of the
initial cutting and labor intensive process
 The organization has also introduced some new initiatives like
custom design websites, where the sports club can draw the design
of bespoke items prior to submit it to the deign office
Table 1: Pest Analysis of High Flyers Limited (HFL)
(Source: Created by Author)
2.2 SWOT Analysis
SWOT ANALYSIS OF HIGH FLYERS LIMITED (HFL)
Strengths  High qualities of handmade gymnastics wear and associated products of
HFL attract the customers
 The scope of special order for personalized costume has increased the sales
volume the organization
 The costs of imported products have been increased with increased export
demand from USA and Canada
 Technological advancement has automated some process of the
organization

6STRATEGIC MANAGEMENT
 Very good supply chain of specialized gymnastic material in UK
Weaknesses  HFL is facing extreme difficulties in recruiting skilled designers for the
needs of specialized skills
 The gross profit margin to UK sport retailers is quite low
Opportunities  Increasing export demand from USA and Canada may increase the overall
sales volume of HFL
 Increasing numbers of sports initiatives by UK Government may increase
the sales potentiality of the organization
Threats  Increasing VAT level to 22% to be imposed by UK Government may
shrink the domestic market of the organization
 HFL is facing tough competition from 6 other competitors and many
hundreds competitors in low quality fashion market in UK
Table 2: SWOT Analysis of HFL
(Source: Created by Author)
3.0 Key Issues Identified
From the analysis of PEST and SWOT factor of HFL, it is evident that declining profit
margin in UK market is a major threat of the organization. Increasing VAT level by 22% to be
imposed by UK Government can also lead to shrinking domestic market for the organization.
The organization is facing extreme pressure from 6 other competitors and hundreds of companies
in low quality fashion market. It is also affecting the overall profit level of the organization in
UK market. On the other hand, HFL is facing the issue of recruiting highly skilled employees for
designing best quality gymnastic wear.

7STRATEGIC MANAGEMENT
4.0 Competitive Pressure (Porter Five Force)
PORTER FIVE FORCE OF HIGH FLYERS LIMITED (HFL)
Threats of New
Entrants
 There are hundreds of new companies in UK market offering
gymnastic wears (Beharry and Gibbons 2016)
 HFL is facing high threats of entry from the new entrants in UK
market
Threats of
Substitutes
 HFL is facing threats from the companies in low quality fashion
market in UK
 However, the qualities of the products of the substitutes are not up to
the level of HFL
 HFL is facing moderate threats of substitutes
Competitive Rivalry  There is high competitive rivalry among the players of gymnastic wear
companies in UK (Blázquez 2014)
 HFL is facing tough competition from 6 other competitors in UK
market
 The competitors are offering similar products same lower price
Bargaining Power of
Suppliers
 There are wide ranges of suppliers in UK markets for supplying high
quality gymnastic wear materials (Medina Munro and Belanger 2017)
 The organization can easily switch to other supplier for getting better
benefit
 Suppliers have less bargaining power with HFL
Bargaining Power of
Buyers
 HFL is highly popular for offering high quality gymnastic wear
 However, the competitors companies are also offering the same

8STRATEGIC MANAGEMENT
products with less price, though their quality of products are not
standard
 HFL is facing moderate threat bargaining power of buyers
Table 3: Porters Five Force of HFL
(Source: Created by Author)
5.0 HFL External Environment Influence
5.1 Influence of PEST Factors on HFL
Political Factors is always associated with the policies and regulations of government that
can have huge impact on the business current as well as future business strategies (Aguilera et al.
2015). Increasing support of UK Government for more sports activities can increase the sales
potentiality of HFL. However, increasing VAT level by 22% imposed by UK Government can
hamper the sales volume and pricing strategy of the organization. Different currency rates of UK
currency with USA and Canadian currencies can hamper the export strategies and profit volume
of the organization. However, increasing export demands from USA and Canada has increased
overall sales volume of the organization. Involvement of advanced technology has automated the
process of the organization leading to further business progress.
5.2 Influence of SWOT Factors on HFL
SWOT factors reveal the internal strengths and weaknesses and external threats and
opportunities associated with an organization (Paillé et al. 2014). In case of HFL, the quality of
handmade gymnastic wears has increased the attractiveness of the products to the customers.
Lack of highly skilled employees in HFL can hamper its process of producing uniquely designed

9STRATEGIC MANAGEMENT
gymnastic wears. Increasing export demands from USA and Canada have increased the overall
sales volume of the organization. Increasing VAT level of the organization can hamper the
potential profit level of the organization.
6.0 HFL Critical Perspective
Critical perspective of business reflects the severe impact of the external factors on the
business processes (Dyllick and Muff 2016). In case of HFL, increasing VAT on sports goods to
22% can have critical impact on the overall business cost and profit volume of the organization.
Apart from that, declining economic condition of UK has reduced the return on investment for
the business of the organization. The declining economic condition of UK has also reduced the
spending power of the people leading to reduced sales potentiality for the organization. Lack of
properly skilled employees may also limit the unique designing of gymnastic wears of the
organization.
7.0 Conclusion
While concluding the case scenario, it can be said that declining profit margin of the
organization in UK market is leading to declining business progress for HFL. However,
increasing involvement of UK government in sports activities is leading to increased sales
potentially for the gymnastic wears of HFL. On the other hand, increasing VAT by 22% imposed
by UK Government can hamper the profit level of the organization.

10STRATEGIC MANAGEMENT
Scenario 2
1.0 Introduction
Strategic position of an organization defines its relative positive in the industry as
opposed to its business environment (Ethiraj, Gambardella and Helfat 2018). Strategic options
are the strategic alternatives chosen by an organization towards responding to the external
environment (Bettis et al. 2015). The study will discuss strategic position and key challenges of
SCH. The study will also analyze the opportunities for the organization through Ansoff Growth
Matrix and assess those alternatives through Johnson, Scholes and Whittington's framework.
Based on this analysis, the study will provide suitable recommendation to the organization for its
business growth.
2.0 Discussion of Strategic Position and Key Challenges
2.1 Strategic Position
PEST ANALYSIS OF SCH (STRATEGIC POSITION)
Political Factor  SCH can get the support of UK government for its community care
service
 However, the government funded local authority has become the
competitor for the organization
 Reduction in hospital funding has increased the business scope of the
organization
Economic  Declining economic condition of UK can force the organization to reduce

11STRATEGIC MANAGEMENT
Factor its charges for care service
Social Factor  Increasing numbers of older people in the population of England has
increased the business scope SCH
 New service demand for routine treatment at home can hamper the
business success of the organization
 The referral tendencies of the customers has increased the customer
volume of the organization
Technology  The organization has lack of proper medical equipments and training
 It has prevented the organization to offer routine treatment to the
customers at their homes
Table 1: Strategic Position of SHC
(Source: Created by Author)
2.2 Strategic Key Challenges
2.2.1 New Demands in Market
Changing and unique demands of the customers are always likely to create challenge for
the business organizations. Moreover, the changing requirements and needs in the market force
the organizations towards making changes in the business process and even in the product or
service offerings (Bettis et al. 2016). In case of SCH, the organization is facing the challenge of
new market needs, where customers are demanding for family care service. Moreover, till now,
the organization has been providing care service to only elder people, but now, the customers
have started to demand for care service to families for short term respites. In such service, any

12STRATEGIC MANAGEMENT
particular family member wants to get 24 hours care. Hence, lack is such service can make the
customers disappointed, which can ultimately hamper the business success of the organization.
2.2.2 Lack of Facility for Routine Treatment
Lack of specialized service often hampers the potentiality of competitive advantage for
any business organization (Bettis et al. 2014). In case of SCH, the organization is quite efficient
in providing care service to the older people of the community. However, the organization does
not have any facilities and potable medical equipments for providing routine treatments to the
customers. The customers need to go to local hospitals or GP surgeries for their routine
treatment. In this way, the organization is facing extreme challenges in meeting the unique needs
of getting routine treatment at their homes.
2.2.3 New Franchise in South East Asia
Strong competitive pressure hampers the potential business profitability of a business
organization. In case of SCH, a new franchise home care operator is intending to provide home
care service in South East area of England. Moreover, this franchise has quoted that it would
provide competitive alternative to the local authority services. Hence, SCH is facing going to
face high level of competitive threat from this franchise.
3.0 Analysis of opportunities Ansoff Matrix
ANSOFF MATRIX FOR SCH
Market Penetration  Market penetration strategy calls for achieving business growth in
existing market with existing product (Trigeorgis and Reuer 2017)
 SCH can increase expects to increase its market share from its current

13STRATEGIC MANAGEMENT
20% in South East area of England through using its spare capacity
 Moreover, the organization can increase its market share in England
with its existing home care service for older people
Market
Development
 Market Development strategy calls for seeking business growth
through targeting new markets with existing products (Durand, Grant
and Madsen 2017)
 SCH can offer its products out of England for increasing its business
growth
 The organization can also offer its home care service to other cities of
England apart from the South East area
 The high quality and personalized care service would help the
organization in increasing business growth in new markets
Product
Development
 Product development strategy calls for new products targeted to its
existing market
 SCH is being intended to offer routine treatment to the patients at their
home in England
 The strength and popularity of the organization would help its is
gaining huge customer acceptance for new service
 The organization can leverage its strength of existing service for
gaining the success of new service towards leading high level of
business growth
Diversification  In diversification strategy, the organizations can gain business growth
through diversifying its business for new markets (Mitchell and

14STRATEGIC MANAGEMENT
Leiponen 2016)
 SCH can provide routine treatment service to patients at their home in
the countries apart from England and other countries
 However, the diversification strategy can be highly risky, if the new
service is not accepted in new market
Table 4: Analysis of Opportunities
(Source: Created by Author)

15STRATEGIC MANAGEMENT
4.0 Evaluation opportunities Johnson Whittington Scholes
EVALUATION OF OPPORTUNITIES FOR SCH
STRATEGIC
OPPORTUNITIES
SUITABILITY FEASIBILITY ACCEPTABILITY
MARKET
PENETRATION
Existing care service cannot
meet the new market
demand for routine
treatment at home
SCH has adequate part time
and full time employees for
running its existing service in
existing market
 Having lack of routine treatment,
the organization cannot have high
financial gain with existing service
 Existing service cannot be
discomforting at any of the
stakeholder
MARKET
DEVELOPMENT
Existing care service in the
new cities of England or
new country cannot solve
the new needs of customers
in existing market
The organization can get
support of government in
funding themselves for
expanding its market
 Market expansion can enhance the
customer volume of the
organization leading to high
financial gain
 Adaptability of the employees in
new cities or countries can be
challenging for them
PRODUCT
DEVELOPMENT
 The service offerings of
routine treatment would
definitely meet the new
demands of the
customers
 It will also help in
beating the market
competition
Lack of medical equipment
and training provided to the
staffs can hamper the success
of this strategy
 New service would enhance the
customer volume leading to
increasing financial gain
 The new service and new training
can be discomforting for the
employees
DIVERSIFICATION  The offerings of routine
treatment in the new
market may not meet the
new market demands of
existing market and beat
the domestic competition
The organization does not
have adequate trained
employees and advanced
medical equipments to provide
new service to new market
 The strategy may lead to financial
loss, if it is not accepted in new
market
Table 5: Evaluation of Opportunities
(Source: Created by Author

16STRATEGIC MANAGEMENT
5.0 Recommendations strategic direction
5.1 Service Development
From the key challenges of SCH, it is evident that the organization is being failed to meet
the new market demands of routine treatment at the home. Hence, the organization should
immediately focus on developing new service of offering routine treatment to the people at their
homes. The organization can also develop the family care service for having competitive
advantage in is business. Such unique service offerings would definitely help the organization to
beat the market competition in England.
5.2 Market Expansion
SCH is till now only limited within two cities of England in South East area. Such limited
market is ultimately limiting the overall sales and profit volume of the organization. Moreover,
the chance of market saturation is also quite highly in such limited markets. Hence, the
organization should expand its markets beyond just the two cities of England in South East and
move to other cities of England. The organization can also expand to global markets for
enhancing the customer volumes. In this way, the organization can enhance its sales volume with
broadening markets.
5.3 Training to Staffs
It is evident from the organizational analysis that SCH does not have highly skilled and
trained staffs for providing advanced care service for routine treatment at homes. Hence, the
organization should immediately focus on providing effective training to the employees for
upgrading their skills and capabilities. Such training would definitely make the staffs ready for
providing uniquely designed routine treatment service at the homes of the patients.

17STRATEGIC MANAGEMENT
6.0 Conclusion
While concluding the study, it can be said that SCH is facing the challenge of meeting the
new market demands of offering routine treatment to the patients at their homes. Apart from that,
the organization is also lacking the service of providing family care service for 24 hours. The
service offerings of the organization is only limited with the two cities of England. Hence, the
organization should immediately offering the routine treatment service at the homes of the
patients and expand its markets for gaining high level of competitive advantage.

18STRATEGIC MANAGEMENT
Coursework 2
Introduction
Change management is the way of managing the required changed in the organization for
the purpose of business functions (Van der Voet 2014). The study will discuss the reason behind
the resistance to changes in CIDesign and explored the change management processed adopted
by the organization. Apart from that, the study will also suggest the strategies to DDesign for
managing the changes for CIDesign. Lastly, the study will discuss the application of Lewin
Three Stage Model for leading successful change in CIDesign.
a) Resistance to Change and Reasons for Resistance to Change
a. 1. Meaning of Resistance to Change
Resistance to change is the negative response of the employees to the changes to be made
in the organization for any business purpose (Hornstein 2015). It is the response of unwillingness
of the employees to accept the organizational changes. The employees are often prone to resist
the changes to be occurred in their organization and can show their resistance publicly,
argumentatively or verbally. Resistance can strengthen the change initiatives, if it is properly
handled by the change managers (Poghosyan and Aiken 2015). Moreover, the employees are
mostly resistance to the organizational changes, as it moves them from their current status quo.

19STRATEGIC MANAGEMENT
a. 2 Reasons for Resistance to Change
Fear of Job Loss and Low Trust
The employees are always resistant to the organizational changes for their fear for
unknown (Nadel, Galliano and Orozco 2016). Likewise, the employees of CIDesign were quite
afraid of the new changes for the takeover of the organization. Furthermore, there was also lack
of trust of the employees on the management, as the organization was outsourcing some of their
jobs to other countries. Hence, the employees were facing the fear of job loss, which was leading
them to resist the changes in the organization.
Changes in the Status Quo
Resistance can also be raised from the perception of organizational changes that the
employees hold in their minds (Petrou, Demerouti and Schaufeli 2015). In case of CIDesign, the
employees are resistant to change, as the takeover process may lead to different changes in the
organizational process. Such process will be quite new to them, which will force them to change
their current status quo. The employees may also face changes in their job designation with the
organizational changes. Hence, the employees of the organization were resistance to the new
changes in the organization.
Exhaustion
The employees are often overwhelmed with the continuous changes occurred in the
organization (Gnezdova et al. 2016). Likewise, the employees of CIDesign were quite frustrated
with too many changes in the organization. They became overwhelmed with the frequent
changes occurred in the organizational processes. Hence, they were resistant to the changes
occurred in the organization.

20STRATEGIC MANAGEMENT
b) Change Management Process
Over the last year, CIDesign has been extremely managed and organized by DDesign due
to the takeover effect. In the last year, workforce flexibility has been changed a lot as described
by the existing employees. Earlier, flexible workforce arrangement was being followed by
CIDesign and therefore employees were quite comfortable with the daily business operations,
however later after takeover the entire flexibility has been reduced so that expenditure and
resource consumption could have been reduced. According to Pascucci et al. (2015), change in
workforce flexibility hampers the existing human resource comfort, which in turn results in high
turnover rate due to dissatisfaction. This has been the same case with CIDesign after the takeover
by DDesign. Moreover, it has been also found that DDesign is trying to focus more on cost
cutting and for that they are reducing the advantages that were given to CIDesign staff. Such
intention is completely unfavorable for the staff of CIDesign due to which they are resigning.
After considering the viewpoints of existing employees of CIDesign, it has been
understood that the staff are not satisfied with the new organizational culture. This is because
until the takeover they were following the entrepreneurial culture where they were free to
express, create and innovate. However, after the takeover, DDesign is focusing more on cost
saving measures by outsourcing some of its design work to India and China. This has resulted in
breaking the employee relationships and existing workforce culture because new employees
from varying backgrounds are being brought under the same business umbrella. While
considering the viewpoint of Deschamps et al. (2016), it can be said that when existing human
resource base is modified through diversity inclusion along with international expansion, the
staff fails to adhere and accept the new hybrid culture, which eventually results in high
dissatisfaction among them. This has been the same with CIDesign. The employees are

21STRATEGIC MANAGEMENT
extremely dissatisfied and they are failing to accept the new workforce culture that DDesign is
trying to exemplify.

22STRATEGIC MANAGEMENT
c) Alternative Strategies for CIDesign
In order to reduce further attrition CIDesign primarily needs to arrange a board meeting
with DDesign. Since, CIDesign have already understood the reason of attrition, hence, they need
to discuss the same with its parent company. They need to highlight the issue related to
experienced staff attrition that might effect on design, creativity and innovation. Upon further
discussion about the issue, they need to highlight some ways through which both cost cutting and
employee retention can be kept under balance.
CIDesign needs to address the benefit that the organization will definitely make after
such change management. Might be in long term but it will be the employees who will be
benefitted when organization will expand. This is because until the takeover, CIDesign was
limited to geography, innovation, infrastructure and talent. However, in future if the employees
are able to accept the decisions taken by DDesign then they will be exposed to higher career and
succession opportunities. As pointed out by Wincek et al. (2015), if an organization expands
globally, then it can create new designations, positions, roles, responsibilities and career planning
for its existing talent base. Same will be the opportunity for CIDesign staff in future as they will
be offered higher ranks, promotions and fringe benefits in future.
CIDesign needs to arrange fringe benefits for its employees, which will act as the part of
motivation and satisfaction. The share of such benefits will have to be equally managed by
CIDesign and DDesign. At the same time, employee engagement activities will have to be
introduced by DDesign, so that staffs feel their importance is being acknowledged. Finally,
training and development activities, reward and recognition have to be introduced in future as

23STRATEGIC MANAGEMENT
these will indicate a sense of achievement among the employees, which will in turn increase
employee retention.
d) Lewin's Three-Stage Model for Successful Change Management
Unfreeze
The first stage of Kurt Lewin’s Three Stage Model is associated with preparing the
employees to accept the changes through breaking down their current status quo (Razi, Mohebbi
and Rostam 2016). In this stage, CIDesign should assess the employees for understanding their
resistance to change. The change managers should also explain the importance and competitive
advantage behind the changes for encouraging the employees towards accepting the changes.
Moreover, the change managers of the organization should proper communicate the importance
of changes to the employees for encouraging them in accepting the changes.
Changing
Change is the process, where organizations actually move the new changes for leading
successful organizational changes (Evans and Morton 2014). In case of CIDesign, the change
managers should provide adequate time and proper resources to the employees for leading
successful changes. Moreover, the change managers should always be supportive to the
employees for helping them in overcoming any complexities in the organizational changes. The
employees of the organization should also be provided with proper training for upgrading their
skills in leading successful changes.
Refreezing
Refreezing stage is associated with solidifying and stabilizing the new changing state of
organizations (Hornstein 2015). In case of CIDesign, the change manager should maintain a

24STRATEGIC MANAGEMENT
flexible organizational culture and acceptable way of thinking for encouraging the employees in
maintaining their status quo. The change managers should also provide rewards to the employees
for stabilizing the change process in the organization.
Conclusion
While concluding the study, it can be said that the employees of CIDesign were resistant
to change in for their fear of job loss with the changed organizational process. CIDesign used to
manage the change management process through maintaining flexible organizational culture and
involving the employees in the changed organizational process. DDesign should also use flexible
organizational structure for leading successful organizational change. The change mangers of the
organization should use Lewin Three Stage Model for leading successful change management.

25STRATEGIC MANAGEMENT
Reference List
Aguilera, R.V., Desender, K., Bednar, M.K. and Lee, J.H., 2015. Connecting the dots: Bringing
external corporate governance into the corporate governance puzzle. The Academy of
Management Annals, 9(1), pp.483-573.
Beharry, S. and Gibbons, S., 2016. An overview of emerging and new psychoactive substances
in the United Kingdom. Forensic science international, 267, pp.25-34.
Bettis, R., Gambardella, A., Helfat, C. and Mitchell, W., 2014. Quantitative empirical analysis in
strategic management. Strategic Management Journal, 35(7), pp.949-953.
Bettis, R.A., Ethiraj, S., Gambardella, A., Helfat, C. and Mitchell, W., 2016. Creating repeatable
cumulative knowledge in strategic management: A call for a broad and deep conversation among
authors, referees, and editors. Strategic Management Journal, 37(2), pp.257-261.
Bettis, R.A., Gambardella, A., Helfat, C. and Mitchell, W., 2015. Qualitative empirical research
in strategic management. Strategic Management Journal, 36(5), pp.637-639.
Blázquez, M., 2014. Fashion shopping in multichannel retail: The role of technology in
enhancing the customer experience. International Journal of Electronic Commerce, 18(4), pp.97-
116.
Deschamps, C., Rinfret, N., Lagacé, M.C. and Privé, C., 2016. Transformational leadership and
change: how leaders influence their followers’ motivation through organizational justice. Journal
of Healthcare Management, 61(3), pp.194-213.

26STRATEGIC MANAGEMENT
Durand, R., Grant, R.M. and Madsen, T.L., 2017. The expanding domain of strategic
management research and the quest for integration. Strategic Management Journal, 38(1), pp.4-
16.
Dyllick, T. and Muff, K., 2016. Clarifying the meaning of sustainable business: Introducing a
typology from business-as-usual to true business sustainability. Organization &
Environment, 29(2), pp.156-174.
Ethiraj, S.K., Gambardella, A. and Helfat, C.E., 2018. Theory in strategic management. Strategic
Management Journal, 39(6), pp.1529-1529.
Evans, G.E. and Morton, N., 2014. Organizational agility as the critical factor in information
system success. International Journal of Business Research and Information Technology, 1(1),
pp.113-125.
Gnezdova, J.V., Kuzin, D.V., Manyushis, A.J., Filkevich, I.A. and Yunusov, L.A., 2016.
Transformation of Innovation Infrastructure in the Conditions of Organizational Changes in
Russia. International Journal of Economics and Financial Issues, 6(2S), pp.82-87.
Hornstein, H.A., 2015. The integration of project management and organizational change
management is now a necessity. International Journal of Project Management, 33(2), pp.291-
298.
Hornstein, H.A., 2015. The integration of project management and organizational change
management is now a necessity. International Journal of Project Management, 33(2), pp.291-
298.

27STRATEGIC MANAGEMENT
Medina Munro, M. and Belanger, C., 2017. Analyzing external environment factors affecting
social enterprise development. Social Enterprise Journal, 13(1), pp.38-52.
Mitchell, W. and Leiponen, A., 2016. Virtual special issue on innovation, intellectual property
and strategic management. Strategic Management Journal, 37(13), pp.E1-E5.
Nadel, S., Galliano, D. and Orozco, L., 2016. Adoption of environmental management systems
and organizational changes: the case of the French industrial firms. Journal of Innovation
Economics & Management, (3), pp.109-132.
Paillé, P., Chen, Y., Boiral, O. and Jin, J., 2014. The impact of human resource management on
environmental performance: An employee-level study. Journal of Business Ethics, 121(3),
pp.451-466.
Pascucci, S., Dries, L., Karantininis, K. and Martino, G., 2015. Regulation and organizational
change in the governance of agri-food value chains. British Food Journal, 117(10).
Petrou, P., Demerouti, E. and Schaufeli, W.B., 2015. Job crafting in changing organizations:
Antecedents and implications for exhaustion and performance. Journal of occupational health
psychology, 20(4), p.470.
Poghosyan, L. and Aiken, L.H., 2015. Maximizing nurse practitioners' contributions to primary
care through organizational changes. The Journal of ambulatory care management, 38(2),
pp.109-117.
Razi, M., Mohebbi, S. and Rostam, M.M., 2016. The Effect of Participatory Management on
Organizational Change. Journal of Management Sciences, 2(4), pp.202-206.

28STRATEGIC MANAGEMENT
Trigeorgis, L. and Reuer, J.J., 2017. Real options theory in strategic management. Strategic
Management Journal, 38(1), pp.42-63.
Van der Voet, J., 2014. The effectiveness and specificity of change management in a public
organization: Transformational leadership and a bureaucratic organizational structure. European
Management Journal, 32(3), pp.373-382.
Wilden, R. and Gudergan, S.P., 2015. The impact of dynamic capabilities on operational
marketing and technological capabilities: investigating the role of environmental
turbulence. Journal of the Academy of Marketing Science, 43(2), pp.181-199.
Wincek, J., Sousa, L.S., Myers, M.R. and Ozog, H., 2015. Organizational change management
for process safety. Process Safety Progress, 34(1), pp.89-93.