Business Strategy: In-depth Review and Analysis of Journal Articles

This document presents a comprehensive review of several journal articles related to business strategy, covering diverse topics such as managing family businesses in small communities, global strategy, strategic management processes, international human resource management strategies of Chinese multinationals, and culture-driven governance. Each review includes the article's purpose, the theory it employs, the methodology used, the data analysis techniques, and the key findings and conclusions. The reviews also assess how each article contributes to the broader understanding of business strategy concepts. The compilation provides insights into various strategic frameworks and their application in different business contexts, highlighting both the strengths and weaknesses of each approach. The analysis emphasizes the importance of strategic planning, internationalization, human resource management, and organizational culture in achieving business objectives. This resource, available on Desklib, offers valuable perspectives for students and researchers in the field of business strategy.

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BUSINESS STRATEGY
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Date

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Journal article 1 review
Title of the article Managing family business in small communities
Date of
publication/volume
and issue
2001 39(1)
Author of the
article
Nancy J. Miller, Harriet McLeod, and Keun Young Ob
Purpose of the
article
The article aims at identifying management strategies used by small
businesses across the USA small communities.
Theory The article uses comprehensive strategic management approach dealing
with preferences of the market, industry structure, as well as internal
capabilities. This strategic framework's strength is that it ensures it deals
with both the internal and external business environment and thus effective
(Nalebuff, 2015). It provides staffing guidelines, controls planning and
organization of a business. Its drawback is that it does not provide for
managerial functions under specific situations.
Methodology The used methodology was a household-based survey to determine whether
anyone owned a business at home. The sampling method was used. The
National Family Business survey data was used. 14, 000 households were
interviewed to know who was a family business manager. 1, 116 people
had businesses were who were further subjected to a 30-minute telephone
interview (White, 2015). 794 participated, that gave 71.1% general

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response. This methodology is cross-cultural fir it can be employed in
different business cultures all over the world.
Data analysis In the article, cluster data analysis was employed. The minimum variance
Ward's method of cluster analysis was selected. To validate the clusters,
significance tests were conducted on the three strategy factors used to
create the clusters.
Findings and
conclusion
The article found that managers of small family businesses in the USA
practiced strategies focused on extensive planning and controlling thought
that their businesses were prosperous. However, the managers realized that
their main disadvantage was the development of sound marketing strategies
(Elkington, 2016). The conclusion is that further research needs to be done
to develop successful solutions to successful application small family
businesses.
How the article
contributed to the
theories and
concepts of
business strategy
The article sheds light on the subject ignored for some time.It enabled
scholars to realize that even the small household businesses can grow. It
shows how managerial strategies need to be used to attain growth.
Journal article 2 review
Title of the article Global Strategy Journal
Date of published in 2015

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publication/volume
and issue
Author of the
article
S. Tallman and T. Pedersen
Purpose of the
article
The article was aimed at determining what international strategy research is
and what is not.
Theory The targets realization of what can be referred to as international research
before making investment and diversification decisions. It is an important
framework because it equips investors with knowledge on what to consider
before making foreign investments (Goldman, 2015). Its weakness is that it
ignores the domestic market. A lot of competition and legal requirements
lie in the domestic market.
Methodology The methodology used is the use of secondary databases to collect
information. This method can be effectively employed in any country
worldwide to acquire the required information and thus methodology
across-cultural.
Data analysis The data analysis criteria used is qualitative analysis involving moderation
and control variables. After the research completion, the gotten market
patterns were analyzed in a spreadsheet to show characteristics that were
international research and the ones that were not.
Findings and
conclusion
The findings were that most of the scholars and researchers in the modern
society have not yet differentiated between what is an international
research and what is not (Kotey, 2016). The author argues that research

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conducted one country outside the home country is not international
research. It was also found that international research needs to be
conducted in several countries other than the host country (Walker, 2016).
The impact of the international environment on the activities, structures,
strategies and decision making is international.Activities, structures,
process and domestic firm's decision making, is not international strategy
research.
How the article
contributed to the
theories and
concepts of
business strategy
The article is very vital to the concepts of business strategy. It enables
researchers to distinguish between what is international research and what
is not. What was earlier not known is now brought to light so that everyone
can understand.
Journal article 5 review
Title of the article New perspectives on the strategic management process
Date of
publication/volume
and issue
Not specified
Author of the
article
Pop Zenovia and BorzaAnca
Purpose of the
article
The journal was aimed at explaining the evolution, advantages, and
disadvantages of the strategic management process in a theoretical

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perspective.
Theory The theoretical framework related to business strategy is the approach to
the stages of strategic business management. These steps are a formulation,
implementation, and evaluation of the strategy. The approach is very
critical because it explained the process for managers to develop
management strategies (Schuler, 2015). The strength of the approach is that
it precisely shows how strategic management can be achieved. Its main
weakness is that it does not mention the external business environment.
Aspects of competition also affect strategic management, but the
framework has no provision for that.
Methodology The method used was using existing journals, articles, and other documents
as the basis for the research. Later, research was conducted to verify the
author’s arguments and add more to the existing knowledge. The method
used is universal hence cross-cultural.
Data analysis Spreadsheet analysis was done to arrange the information in chronological
order to bring out the actual transition from the first to the last phase. The
information was later presented in a flowchart to bring out the business
strategy transition from 1960 to 2009.
Findings and
conclusion
The article found that a good leadership leads to a better strategy, but
sometimes lack of insight on the external environment undergoing rapid
changes is not taken into consideration. Another finding was that if the
quality of an implementation strategy is inferior like the strategy, then the
result will is a failure. If the strategy is good, but the implementation is not

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effective, that is a failed chance.
How the article
contributed to the
theories and
concepts of
business strategy
This article enables scholars to look at the subject from a different
angle.People have concentrated on the modern business strategies not
knowing their past. The insight gotten on the past of the subject is
important in betterment of the modern business strategies, something
leading to an easier achievement of business objectives.
Journal article 6 review
Title of the article International human resource management strategies of Chinese
multinationals operating abroad
Date of
publication/volume
and issue
Published in 2013 volume 19(4)
Author of the
article
Di Fan, Mike Mingqiong, Zhang and cherrieJiuhua Zhu
Purpose of the
article
Its purpose is analyzing the Strategic international human resources
management of three large Chinese Multinationals.
Theory The strategic framework used is providing the link between international
human resource management and the implementation of the internalization
strategy. The knowledge of business strategy is used in the development of
internalization strategies through coordination of varied human resource
management activities. Its strength is that it hints at how organizations can
diversify their markets by investing in the global market. However, the

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framework does not provide the link between multinational corporations
and organizational performance.
Methodology The methodology of multiple case analyses. The data collected was how
industry ownership, type, and international strategies shape Chinese
strategic international human resource management Multinational
corporations'. The senior executives who had different positions in the
firms were interviewed. Interviews were conducted either by telephone
calls or face to face, each interview being about 1 to 1.5 hours long (Miller,
2016). Interviews are cross-cultural because they can be done in any
language and translate later.
Data analysis The data were analyzed using the spreadsheet tool. The acquired
information was sorted out in MS Excel.
Findings and
conclusion
It was found that Chinese multinational corporations link their people
management to their mindsets for international business strategy. Every
Chinese multinational corporation had a unique internalization process and
a different approach recruiting and managing international human
resources.
How the article
contributed to the
theories and
concepts of
business strategy
The article is the first to tackle multinational corporation’s strategic
international human resource management. Therefore, it has shows how
organizations can respond to global integration and still be locally
responsive.

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Journal article 7 review
Title of the article Culture-driven governance: why the influencing behavior is an essential
governance strategy.
Date of
publication/volume
and issue
Not specified
Author of the
article
Karen Gately, Co-founder, Ryan Gately
Purpose of the
article
It was aimed at showing how influencing the way people behave is vital to
an organization's ability to meet its governance obligations.
Theory The article stands for the success of governance strategies using the
behavioral change tool. The framework is simple and practical. For
example, individuals blamed by their leaders for all failures develop a
sense of fear, and therefore their productivity lessens (Noe, 2015). The
strategy applies to both bottom-up and top-down leadership. It discourages
the leadership bywords of mouth rather than actions. The apparent
weakness of the theory is that it makes all stakeholders feel in the sane rank
something that may lead to disrespect.
Methodology The methodology involved two steps: carrying out a literature review of
the writings of different authors to a better understanding of their
arguments and doing a direct observation of organizations and their
behavior. The method is therefore cross-cultural.
Data analysis Observations were sorted using spreadsheets due to the type of the data.

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Findings and
conclusion
It was found that a cultural environment where people feel expected and
obliged to speak promotes the achievement of an organization’s
governance objectives and goals. Every member of an organization should
be held accountable for doing their part to protect the interest of the
organization and its stakeholders (Boar, 2015). The authors advise that
people should be inspired to want to behave in integrity and make a
contribution their full potential extent to achieve governance structures.
How the article
contributed to the
theories and
concepts of
business strategy
The article gives a new approach to the establishment of governance
structures within an organization. For quite some time, researchers have
been looking at governance strategies in legislation perspective, but the
article looks at it in a different angle that influencing how individuals
behave will result in governance structures establishment within an
organization.
References
Boar, B., 2015. Practical steps for aligning information technology with business strategies.
How to achieve a competitive advantage, 4(78), pp.56-87.
Elkington, J., 2016. Towards the sustainable corporation: Win-win-win business strategies for
sustainable development. California management review, 56(7), pp.76-83.

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Goldman, S., 2015. Agile competitors and virtual organizations. Strategies for enriching the
customers, 4(6), pp.29-45.
Kotey, B., 2016. Relationships among owner/manager personal values, business strategies,
and enterprise performance. Journal of small business management, 6(78), pp.56-59.
Miller, D., 2016. Relating Porter's business strategies to environment and structure: Analysis
and performance implications. Academy of Management Journal, 5(8), pp.68-79.
Nalebuff, B., 2015. Co-opetition: Competitive and cooperative business strategies for the
digital economy. Strategy & leadership, 6(7), pp.80-95.
Noe, R., 2015. Gaining a competitive advantage. Journal of Business Strategy, 5(8), pp.67-
89.
Schuler, A., 2015. Identifying future competitive business strategies for the US residential
wood furniture industry: Benchmarking and paradigm shifts. US Department of
Agriculture, Forest Service, Northeastern Research Station, 78(4), pp.60-87.
Walker, J., 2016. Marketing's role in the implementation of business strategies: a critical
review and conceptual framework. The Journal of Marketing, 5(8), pp.87-94.
White, R., 2015. Generic business strategies, organizational context, and performance: An
empirical investigation. Strategic Management Journal, 6(9), pp.14-27.