Annotated Bibliography: Management and Business Context, MgMT20144

This report presents an annotated bibliography of five peer-reviewed journal articles focusing on management and business contexts. The analysis begins with an examination of organizational structures and governance, drawing on the article by Mair, Mayer, & Lutz (2015), which discusses hybrid organizations and institutional plurality. The report then explores environmental forces influencing businesses, referencing Lechner & Gudmundsson (2014) on entrepreneurial orientation and its impact on firm strategy and performance. Further, the report considers the risks confronting firms, using Teece, Peteraf, & Leih (2016) to discuss dynamic capabilities and organizational agility in the innovation economy. Organizational and business practices are examined through Adams et al. (2016), which provides a systematic review of sustainability-oriented innovation. Finally, the report analyzes the functions of diverse firms, drawing on Manikandan & Ramachandran (2015) to discuss business groups and their role in incomplete markets. The conclusion highlights the importance of organizational goals and strategic approaches for CQ University's success, emphasizing the need for SMART goal setting and data-driven improvements.

Running head: MANAGEMENT AND BUSINESS CONTEXT
MANAGEMENT AND BUSINESS CONTEXT
Name of the Student:
Name of the University:
Author note:

1MANAGEMENT AND BUSINESS CONTEXT
Introduction
Decision-making is regarded as one of the most vital functions of managers in any form
of organizations. Among various managers’ decisions, strategic decision-making is identified as
a complex procedure which must explicitly be comprehended before being effectively implied
(Kuipers et al., 2014). As a result, the ones accountable for strategic decision-making tend to
encounter extensive level of intricacies, challenges and ambiguity (Blacklock et al., 2016).
Strategic decision-making is incremental and mutually dependent and are further determined by
a range of contextual influences emerging from past events, current circumstances along with
perspectives of the future (de Vente et al., 2016). However, one of the primary characteristics of
strategic decisions of organization is their lack of proper structure essentially because of the
increasing rate of complexities of the strategic issues and challenges (Camisón & Villar-López,
2014). The following paper will explicitly evaluate the organizational structure and governance
by further shedding light on significant environmental forces as well as the increasing level of
risks and challenges pertaining modern business firms along with importance of organizational
and business practices existing in contemporary business environment.
Discussion
(A) Organisational structures or 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

2MANAGEMENT AND BUSINESS CONTEXT
The article aims to discuss the way hybrid business enterprises have been an integrated
area of discourse and have attained a considerable degree of recognition from a broad range of
marketing practitioners as well as policy-makers both in the public, private as well social
domains. The authors of the article explicitly evaluated the areas which reveal the reasons why
hybrid organizations show high level of incompetence in positioning themselves into well-
established segmentations of organizational forms, segments or certain institutional spheres but
on the other hand tend to underline diverse organizational ideas. These hybrid organizations as a
result, can easily be comprehended as socially established with significant periodic patterns of
material standards, principles, perceptions, values and rules. Furthermore, the authors have
further shed light on the recently developed institutional multiplicity whereby diverse
institutional assumptions and beliefs are functional and further have further been encouraged as
vital perceptions which facilitate the understanding of hybrid organizations. The article has
further explained that hybrid business enterprises are often being perceived as temporary or
unsteady phenomenon as they exhibit greater degree of propensity to be extensive during the
process of development or disconcerted domains where enterprises in the market domain act as
carriers of the potential negotiations which may further tend to pursue various competing
purposes by developing certain level of divergence, discrepancies and contestation. The article
appears to have significantly provided well-established analysis by proposing new understanding
and insights which further aims to reconcile newly developed and accepted perspectives based
on institutional perceptions and values.
(B) Environmental forces

3MANAGEMENT AND BUSINESS CONTEXT
Lechner, C., & Gudmundsson, S. V. (2014). Entrepreneurial orientation, firm strategy and
small firm performance. International Small Business Journal, 32(1), 36-60. DOI:
10.1177/0266242612455034
The purpose of the article is to review the way individual entrepreneurial orientation
aspects tend to persuade the association between factors of competitive strategy, approaches as
well as organizational performance. The authors of the article further state that factors related to
entrepreneurial orientation (EO) is recognized as forms of strategic-formulating processes,
structures along with behavioural patterns of the enterprises which are exemplified by high level
of innovativeness, accuracy, risk-taking ability, competitive hostility and self-sufficiency which
tends to aid the pursuit of areas of avenues. The article further aims to contribute in two critical
approaches whereby it tends to effectively aid to the elevating domain of strategic
entrepreneurship by further incorporating two essential concepts such as entrepreneurial
orientation and competitive approaches and strategies. Furthermore, the article identifies aspects
of Entrepreneurial Orientation (EO) as a construct which have the tendency to impact on other
performance-persuading variables. The strength of the article lies on the suppositions it has made
related to the distinctive association between organizational strategies, approaches, growth,
performance and competitive gains in order to generate significant level of revenues. However,
while diverse range of frameworks is easily accessible in order to categorize organizational
strategies, the authors have emphasised on the importance of Porter model which suggested four
vital competitive strategies such as extensive cost leadership techniques, wide ranging
differentiation, cost orientation and segmentation focus. The article further explored the
functions of individual EO aspects related to competitive strategy and approaches as well as the
critical outcomes of competitive strategy on organizations’ performance and progress.

4MANAGEMENT AND BUSINESS CONTEXT
(C) Risks confronting the firm
Teece, D., Peteraf, M., & Leih, S. (2016). Dynamic capabilities and organizational agility:
Risk, uncertainty, and strategy in the innovation economy. California Management
Review, 58(4), 13-35. DOI 10.1525/cmr.2016.58.4.13
The article explicitly confers the implications of ‘organizational agility’ which is often
been considered as an undisputable and immutable quality, whereby it is further been signified
that modern organizations significantly require to attain a greater degree of stability during the
process of transition. However, the authors state that these opinions tend to disregard those forms
of developments and transitions. Furthermore it has been observed that several evaluations of
agility or other forms of flexibility tend to state that modern business enterprises must
fundamentally seek to develop agility regardless to the rate of expenditures and sustaining the
elevating rate of redundancy by further remaining in an unvarying position of fundamental
alterations. It has further been assessed by the authors that the extent of risk is noted to be related
with relevant consequences where the likelihood of the number of reoccurrences can
comprehensively been attuned. Thus firms aim to distribute wide range of resources and further
regulate the organizational activities in order to condense the level of risk with highly expected
circumventions. Authors have stated a simplest example is when in order to restructure and
enhance the level of risks, large multinational business enterprises comprise certain offshore
subsidiaries and further aims to manufacture all inputs vital for those subsidiaries existing in the

5MANAGEMENT AND BUSINESS CONTEXT
offshore economy. The article however serves a comprehensive analysis and reveals the
dimensions by which managers of these organizational firms could standardize the required
degree of organizational flexibility and delivers its cost in a proficient manner by relating to the
organizational strategies and approaches.
(D) Organisation and business practices
Adams, R., Jeanrenaud, S., Bessant, J., Denyer, D., & Overy, P. (2016). Sustainability‐
oriented innovation: a systematic review. International Journal of Management
Reviews, 18(2), 180-205. DOI: 10.1111/ijmr.12068
The primary aim to the article is to provide a significant contribution to the persistent rate
of development of conceptual contexts related to Sustainability-Oriented Innovation (SOI) and
further aims to provide initial facilitation to the rise of sustainability. Author has shed light on
the increasing concern related to resources over-consumption, factors associated to
environmental degradation along with social inequity. However, it has been noted that the
importance of technological advances and innovation in refurbishing range of products and
services, restructuring the organizational structures and further ensuring its probability of
endurance which is rarely being argued. The article incorporates the innovation activities related
to operational optimization whereby the aspects determining the process of innovation primarily
aims to emphasize on the incremental developments, inclined towards a single area of
complexity and associated to technical dilemmas as an approach to essentially reduce the rate of
influences while making the business highly sustainable. However, such examples are being
focused on by the authors of the article which aims to reduce the rate of intensity of resource
utilization along with improved waste management or pollution controlling system, reutilization

6MANAGEMENT AND BUSINESS CONTEXT
and recycling methods. Furthermore, the article stresses upon the propensity of equipped
optimization on being highly attainable through effective mobilization of current significant
innovation and advanced technological abilities. The authors have been efficient in providing a
well comprehensive evaluation of the existing forms of innovation procedures which can further
be identified as a vital antecedent of sustainable orientation innovation in contemporary business
enterprises. However, the article in certain areas overlooked the aspects of synthesis approach
which is involved in developing sustainable orientation approaches in contemporary business
domain.
(E) The functions of diverse firms
Manikandan, K. S., & Ramachandran, J. (2015). Beyond institutional voids: Business
groups, incomplete markets, and organizational form. Strategic Management
Journal, 36(4), 598-617. DOI: 10.1002/smj.2226
The paper discusses the rich knowledge area that has broadening the perspective
organizational gaps pertaining to business sectors by further analysing the elevated rate of
competence of two of the essential distinguishing attributes of contemporary business sectors
related to diverse range and multi dimensional organizational form. The author focuses on the
factors that modern business enterprises possess greater level of competence which efficiently
aids the affiliate business enterprises by further forming an internal market sphere that reserves
the lack of capital firms’ endeavours and proficient in addressing regulatory bodies. However, it
has been noted by the authors that the availability of capital resources and competencies of the
collective business operations facilitate the ability of business firms to function in an resourceful
manner and further exploit areas of avenues which are not obtainable to non-group organizations.

7MANAGEMENT AND BUSINESS CONTEXT
Certain major areas of strengths of the article lie on the analysis of the authors which state that
business organizations aim to reveal high level of heterogeneity and forms vital association with
extensive diversified portfolio whereby it has been observed that diversified businesses within
the sphere of the organizations’ portfolio could be controlled under a single legal unit. The article
further reviewed the rate of increasing rate of resources around the world which have been
exemplified by wide-encompassing market-oriented developments which tend to decrease the
level of intervention by the any administrative or governmental bodies and enhance the
operational level of products. However, the authors have successfully maintained that firms
portfolio range affiliates the advantaged availability of opportunities and scopes which are often
disregarded by deficient strategic factor markets.
Conclusion
Therefore from the above discussion it can be stated that certain educational goals must
fundamentally be regulated through functional centralization while on the other hand means to
attain goals of CQ University should be in the hands of the university that is further regarded as
functional decentralization. Proper utilization of organizational goals can be regarded as one of
the contextual factors which are essentially necessitated by CQ University to develop
improvements to its success path. It is significant to note that apart from the national level, the
purpose or model aiming to underline the goal can be effectively applied at the local level,
university level as well as classroom level as a proficient university improvement strategy.
However, these forms of strategy would necessitate SMART (smart, measurable, attainable,
realistic, time frame) goal setting along with effectual accountability and further providing
support at the local contextual level, university level as well as classroom level. These

8MANAGEMENT AND BUSINESS CONTEXT
progressive approaches comprise certain considerable achievement success. However, the core
strategy implemented in order to ensure high level of student achievements is the use of accurate
data with university students and to establish targets at both collective as well as individual level.

9MANAGEMENT AND BUSINESS CONTEXT
References
Adams, R., Jeanrenaud, S., Bessant, J., Denyer, D., & Overy, P. (2016). Sustainability‐oriented
innovation: a systematic review. International Journal of Management Reviews, 18(2),
180-205. DOI: 10.1111/ijmr.12068
Blacklock, C., Bradley, D. C. G., Mickan, S., Willcox, M., Roberts, N., Bergström, A., & Mant,
D. (2016). Impact of contextual factors on the effect of interventions to improve health
worker performance in Sub-Saharan Africa: review of randomised clinical trials. PloS
one, 11(1), e0145206.
Camisón, C., & Villar-López, A. (2014). Organizational innovation as an enabler of
technological innovation capabilities and firm performance. Journal of business
research, 67(1), 2891-2902.
de Vente, J., Reed, M. S., Stringer, L. C., Valente, S., & Newig, J. (2016). How does the context
and design of participatory decision making processes affect their outcomes? Evidence
from sustainable land management in global drylands. Ecology and Society, 21(2).
Kuipers, B. S., Higgs, M., Kickert, W., Tummers, L., Grandia, J., & Van der Voet, J. (2014). The
management of change in public organizations: A literature review. Public
administration, 92(1), 1-20.
Lechner, C., & Gudmundsson, S. V. (2014). Entrepreneurial orientation, firm strategy and small
firm performance. International Small Business Journal, 32(1), 36-60. DOI:
10.1177/0266242612455034

10MANAGEMENT AND BUSINESS CONTEXT
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
Manikandan, K. S., & Ramachandran, J. (2015). Beyond institutional voids: Business groups,
incomplete markets, and organizational form. Strategic Management Journal, 36(4), 598-
617. DOI: 10.1002/smj.2226
Teece, D., Peteraf, M., & Leih, S. (2016). Dynamic capabilities and organizational agility: Risk,
uncertainty, and strategy in the innovation economy. California Management
Review, 58(4), 13-35. DOI 10.1525/cmr.2016.58.4.13