Kent Institute Business Strategy: Journal Article Critical Review

This report presents a critical review of three journal articles focusing on business strategy. The first article examines Tony Grundy's analysis of Michael Porter's five forces model, discussing its application and limitations. The second article reviews Som Sekhar Bhattacharyya's work on developing an integrated model of strategic alliances, emphasizing its importance for sustainable development and resource utilization. The third article analyzes the role of corporate culture in strategic human resource management (SHRM) within Chinese enterprises, as presented by LI-QUN WEI, JUN LIU, YICHI ZHANG, AND RANDY K. CHIU, highlighting the impact of culture on SHRM adoption and organizational performance. Each review includes a summary, critical analysis, and conclusion, evaluating the strengths and weaknesses of the articles and their contributions to the field of strategic management.

JOURNAL ARTICLE REVIEW

Table of Contents
Rethinking and reinventing Michael Porter’s five forces model...............................................1
By: Tony Grundy.......................................................................................................................1
Introduction............................................................................................................................1
Summary................................................................................................................................1
Critic.......................................................................................................................................1
Conclusion..............................................................................................................................1
Development of an Integrated Model of Strategic Alliance......................................................3
By: Som Sekhar Bhattacharyya..................................................................................................3
Introduction............................................................................................................................3
Summary................................................................................................................................3
Critic.......................................................................................................................................3
Conclusion..............................................................................................................................4
THE ROLE OF CORPORATE CULTURE IN THE PROCESS OF STRATEGIC HUMAN
RESOURCE MANAGEMENT: EVIDENCE FROM CHINESE ENTERPRISES..................5
By: LI-QUN WEI, JUN LIU, YICHI ZHANG, AND RANDY K. CHIU................................5
Introduction............................................................................................................................5
Summary................................................................................................................................5
Critic.......................................................................................................................................5
Conclusion..............................................................................................................................6
References..................................................................................................................................7
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Rethinking and reinventing Michael Porter’s five forces model
By: Tony Grundy
Introduction
Strategic management is directly related to Michael Porter's five forces of competitive
analysis. The management within an organisation evaluates their operation keeping in mind
porter's five force as a primary factor for justifying the relevant changes to be made. The
concept that Michael Porter presented where more at the level of macro in economic concept
which related to the economics of buyer, supplier, a new substitute good and the threat from
new entrants along with existing rivalry
Summary
The following paper presented by Tony Grundy has included information related to Porter's
five forces that are supported through mapping of the competitive forces along with the
industries that are dynamic and are practising their macro analysis for exploration of
interdependencies. The article presented has provided information about the strategic change
that Michael porters conceived with his presentation of Force model.
Critic
The article presented by the author has properly evaluated time applied for system thinking
that creates enough long done evaluation of particular industry management. There is
information related to focusing upon relative market growth that helps in understanding the
competitive rivalry. The author has simplified the understanding of Porter's five forces by
giving knowledge regarding the solution that directly is linked with low influence over the
operation. The force determination in the shape of ability map presented by the author is quite
simple and justifies the impact of rivalry and industry competition (Gerard, 2018).
However, the article has also considered information that seems to be a limitation of Porter's
five forces. Limitation of Porter's five forces indicates upon overemphasize of macro analysis
on specific product market and its element within the organisational environment. Porter's
five forces do not always provide specific information regarding different entity of the
business environment (ÖNEREN, Tayfun, and YURDAKUL, 2017.). Decorate dynamic
growth factors that sometimes does not relate real-life business environment
Conclusion
The article provided by the author has considered a few questions to end. Understanding the
cognitive perception with emotion to interact with a judgement regarding competitive rivalry
is among the few questions raised. The article also provides information related to the ideas
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that management should consider exploring new ways of business war within the ever-
changing business environment and its competitiveness.
3

Development of an Integrated Model of Strategic Alliance
By: Som Sekhar Bhattacharyya
Introduction
The importance of strategic management within an organisation nowadays is not just related
to encourage competitive advantage but also to gather sustainable development, optimum
utilisation of resources and competitors indicating. The aspect of collaboration in creating
values with different organisation of society have been properly taken up by the author in his
article to understand the importance of the strategic integrated model of alliance
Summary
The importance of inter-firm collaboration as an approach to establish new thinking of
strategic management have in white it eventually described by author Som Shekhar
Bhattacharya. Development of an integrated model of strategic alliance in management
theories of resource-based view industrial organisation theory and dynamic capabilities have
been well considered for preparation of the article making it rich in the evaluation of strategic
management and alliance
Critic
The author has properly evaluated an integrated model of development that emphasizes in
understanding the business environment condition that could be an important factor in
deciding with the organisation will succeed or fail to match competitive environment. The
evaluation of an integrated model of development creates proper advantages to the
organisation as they help in understanding the competitive environment, industry
environment and other business environmental factors like the political, economic, social,
technological and legal and environmental (Kortmann and Piller, 2016). Evaluation of
strategic Alliance presented by the author has properly made us clear about the knowledge
that organisations need to prepare for understanding the broad environmental opportunities.
One of the positive side that the article has presented is the clear evaluation of strategic
Alliance that help in understanding different opportunities from a business environment that
cannot be taken into consideration without in-depth evaluation (Saebi and Foss, 2015).
On the other hand, the article has somehow missed the very important aspect of
understanding the concept of employee-employer views. The only secondary source of
information has been taken into consideration for fulfilling the article in understanding
strategic Alliance, that have created a void somehow. A secondary source of information
cannot provide overall knowledge regarding a particular subject as because those research
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work or other sources may or may not follow the concept of Reliability, availability and
dependability (Zhong, Su, Peng and Yang, 2017)
Conclusion
After evaluating the critical evaluation of the article presented by the author Som Shekhar
Bhattacharya we can justify that the importance of strategic Alliance is not just related to the
development of organisation but also useful in celebrating stakeholder theory perspective.
The utilisation of stakeholder theory and perspective is important in mitigating social,
environmental and political risk.
5

THE ROLE OF CORPORATE CULTURE IN THE PROCESS OF
STRATEGIC HUMAN RESOURCE MANAGEMENT: EVIDENCE
FROM CHINESE ENTERPRISES
By: LI-QUN WEI, JUN LIU, YICHI ZHANG, AND RANDY K. CHIU
Introduction
In order to understand the importance of strategic human resource management, there must
be a proper evaluation of its work consideration and its impact on the management of the
organisation. The business strategy that helps in mobilizing action in organisational member
through proper understanding of organisational goal is directly linked with that of strategic
Human Resource Management (SHRM).
Summary
Overall efforts and Critical impact can be justified with a proper and cumulative evaluation of
SHRM when organisational change or development opportunities are noticed. Strategic
human resource management is also helpful in maintaining and managing culture within an
organisation which directly impact on organisational performance
Critic
The authors LI-QUN WEI, JUN LIU, YICHI ZHANG, AND RANDY K. CHIU, Have
properly distributed their effort in understanding Human Resource Management and its
impact upon corporate culture within Chinese Enterprises. The researchers have presented
themselves to be quite experienced research by showing their knowledge in choosing the
most appropriate manner of research work. Primary quantitative research work was chosen
by them as they understood the importance of answers in hand from the direct instance.
Providing of the questionnaire as a format of collecting data is helpful as because those are
generally presented with closed-ended questions which allow the researcher to have a proper
answer to their questions or objective, they wish to gather with sharing of questionnaires
(Jabbour and de Sousa Jabbour, 2016).
However, the selection of Chinese Enterprises at such large amount of 223 did seem quite
hectic. Primary quantitative research work is itself time taking and time is an important factor
to be considered while research work is placed in order to gather information (Rosemann and
vom Brocke, 2015). The evidence of gathered within the Chinese Enterprise directly answer
the requirement and importance of strategic Human Resource Management for the
development of culture in the process. This is one of the very reasons which indicate that the
research work performed by the above-mentioned authors is quite successful in justifying the
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critical impact of corporate culture with human resource management in long term
development.
Conclusion
From the above critical evaluation of the article presented above, we can justify that the role
of corporate culture in the process of strategic human resource management is quite
important and must be evaluated with proper justification from every concerned member
within an organisation. The corporate culture facilitating the adoption of strategic human
resource management has been positively described in the article that certainly enables one to
understand that every Organisation in Chinese culture does have the potential of cultivating
different types of culture and harmony with them.
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References
Gerard, H.T., 2018. The Relevance Of Porter’s Five Forces In Today’s Innovative And
Changing Business Environment.
Jabbour, C.J.C. and de Sousa Jabbour, A.B.L., 2016. Green human resource management and
green supply chain management: Linking two emerging agendas. Journal of Cleaner
Production, 112, pp.1824-1833.
Kortmann, S. and Piller, F., 2016. Open business models and closed-loop value chains:
Redefining the firm-consumer relationship. California Management Review, 58(3), pp.88-
108.
ÖNEREN, M., Tayfun, A.R.A.R. and YURDAKUL, G., 2017. Developing competitive
strategies based on SWOT analysis in Porter’s five forces model by DANP. Journal Of
Business Research-Turk, 9(2), pp.511-528.
Rosemann, M. and vom Brocke, J., 2015. The six core elements of business process
management. In Handbook on business process management 1 (pp. 105-122). Springer,
Berlin, Heidelberg.
Saebi, T. and Foss, N.J., 2015. Business models for open innovation: Matching
heterogeneous open innovation strategies with business model dimensions. European
Management Journal, 33(3), pp.201-213.
Zhong, W., Su, C., Peng, J. and Yang, Z., 2017. Trust in interorganizational relationships: A
meta-analytic integration. Journal of Management, 43(4), pp.1050-1075.
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