Annotated Bibliography: Contextual Factors in Business Decision-Making

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MANAGEMENT AND BUSINESS CONTEXT
Annotated Bibliography
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Table of Contents
Introduction......................................................................................................................................3
Annotated Bibliography 1............................................................................................................4
Annotated Bibliography 2............................................................................................................5
Annotated Bibliography 3............................................................................................................6
Annotated Bibliography 4............................................................................................................7
Annotated Bibliography 5............................................................................................................8
Conclusion.......................................................................................................................................9
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Introduction
Contextual factors are those which reflect a specific context, different features to a specific
group, community, society and personal. The structure permits companies to prior contextual
factors through to their essential and required level of awareness and focuses on the important
ones. In this report, it describes various types of contextual factors and relates to the
organizational decision-making process. In its first journal, it describes capabilities as a workable
system theory with the help of organizational structure and governance journal. In its second
article, it describes the influence of organizational values on the competencies of managers. In its
third article, it explains the risks confronting in the firm's concept which is shown in the various
paths across the problems of globalization article. In following article, it describes environmental
forces and relates to the article of business strategy and firm reorganization. In the last, it
describes functions of the diverse firms and relates with the CME and IFO.
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Annotated Bibliography 1
Teece, D. J. (2018). Dynamic capabilities as (workable) management systems theory.
Journal of Management & Organization, 24(3), 359-368. DOI:10.1017/jmo.2017.75
The main contextual factor discussed in this journal article defines potential abilities as a
management systems method. It means the firm’s ability to connect built and rearrange innate as
well as outer skills to identify the fast-changing environments. System approach was helpful to
retain the details of the information. This paper shows a summary of the structural concept and
its conclusion with regards to designed management. Systems theory shows organisations as a
general structure which are made up sub-units.it must be connected in an identical manner for the
organisation to be more active and productive.
New findings in this article are the powerful abilities structure identifies the significance of the
importance of lower up creativity. It is either the innovation of further information, idea, and
change or exists of breakthrough new products. Two elements of potential abilities structure are
sources and procedure. Systems theory identifies the benefits of reactions, which is comparable
to learn in a business venture.
Findings are essential not only for the managers but also for the organisation. Executives of the
structure will react by maintaining the mental concepts and create a strategy for external
changes. At present academics rewarded for in-depth expertise and it helps the managers to train.
This finding helps the organisation managers to know which relationships are essential for
choice. Dynamic capabilities framework supports to organise and prioritise the everlasting flow
of engaging and bias information that fountains towards the executive as they will make
moderate advantages. Managers must operate and test hypothesis towards current consumer
demand, technical possibilities.
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Annotated Bibliography 2
Teh, D., & Corbitt, B. (2015). Building sustainability strategy in business. Journal of
Business Strategy, 36(6), 39-46. DOI 10.1108/JBS-08-2014-0099.
Main contextual factor discussed in this journal article defines the environmental sustainability
policy and strategy and follow it. This article also shows that these plans are applied and
implement in Australian companies. The report describes that the research conducts the
interviews with its senior administrative towards the list of an Australian securities exchange
(ASX) in 200 companies in various types of groups it includes material, real estate,
transportation industry, and banking. The research applied the sampling method for the selection
of participants. In this research, the interpretative approach is used. It defines the values of eco-
sustainability plans with the whole profession procedure.
New findings in this article are how the organisation implements its eco-sustainability policy and
plans for actions. In this research, it finds the factors that influenced the expanse of its eco-
sustainability plans. Organisational structure and systems are essential. Organisation members
make plans for share values, talented abilities, and experienced staff ensures a prosperous
followed and applied of corporate its policy as well as plans. It also focuses on the ways that how
eco-sustainability policy and procedure will implement and the methods for influenced its
implementation. Research use the McKinsey seven 7S’s structure.
All these findings are important and essential for organisation growth. Manager’s useful work
and competencies build a strong connection with its organisation. It directly affects to the
managers. The management of the organisation follows the eco-sustainability for the various
types of benefits which includes profits, growth, competitiveness, and sustainability of the firms.
Managers of the organisation used discussion methods on environmental considerations.
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Annotated Bibliography 3
Dagdeviren, H., Lund-Thomsen, P., & McCann, L. (2017). Multiple paths through the
complexities of globalisation: The next three years of Competition & Change. Competition
and Change: the journal of global business and political economy, Volume: 21 issue: 1,
page(s): 3-9 DOI org.ezproxy.cqu.edu.au/10.1177/1024529416680875
The main contextual factor discussed in this journal article defines various types of routes by the
issues of the globalisation of the upcoming years in regards to competition and change. The
criteria and imaginaries of globalisation, as well as finalisation, are standard. The meaning and
demonstration of globalisation and financialization are highly created by bias and confused.
Competition and change is an account of globalisation, financialization and political economy.
Global value chain investigation contributes to the challenges which are faced by industrial
clusters; it maximises link into the global economy. The problems and changes directly affect the
organisation. It also affects the organisation employees as well as the managers of the
organisation.
New findings relate in the article are competition and change of globalisation, financialization
and political economy. It defines various types of issues and examined, analysis the theories
towards infinite directions and viewpoints. Restructuring concept helps the organisation in many
ways. It contributes to response to the competitive risks and investigation for market power. It is
identified that the absence of reaction by organisational restrictions avoids organising differently
and enhance within develop the economy.
These findings mean for managers in the organisation which is mentioned below: challenges and
changes affect the organisation. In this article, it shows various elements of research towards
restructuring which relate to the changes in the position of conditions from provider, planner, and
supervisors contribute their efforts by make possible the performance of markets as well as
individual firms. Findings help the managers to identify the changes and know the challenges
which affect the organization
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Annotated Bibliography 4
Ghosal, V. (2015). Business strategy and firm reorganization: the role of changing
environmental standards, sustainable business initiatives and global market conditions.
Business Strategy and the Environment, 24(2), 123-144.
DOI-org.ezproxy.cqu.edu.au/10.1002/bse.1815
In this article, it shows that business strategy and firm reorganisation which explained changing
environmental principles, sustainable business enterprises and worldwide trade situations. It
describes the research in strategic management; firms give their reactions to changes in market
situations. It creates various types of risks and challenges. It affects the organisation as well as
firms. Concentrate of this article to explain the changes in multiple industries and investigate
how firms in the industry give their response to the changes. It also provides an answer to market
demand and supply situations. When industry makes structure on organisational behaviour and
management activities into its plans, it faced environmental standards, higher global competitive
pressure and minimum potential for creativity as well as innovation.
When findings identify it shows data based analysis consider differences towards the firms into
its dimensions of productivity and the activities. It defines the base of the differences. Supply
change management, ideas, perceptions towards the changes in the market. It pressurised to the
long run and made the organisational changes. It also defines differences towards firms to make
incremental changes for the production process and supply chain to operate profits in production
capabilities.
These findings mean for the managers of the organisation. Managers of the organisation apply
the proper sense strategies. They should use the innovation concept into their industry. The
organisation has limited possibilities for specific technologies. It gives the ideas for the managers
to plan strategies alternatives towards these areas.
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Annotated Bibliography 5
Mazzarol, T., Clark, D., Reboud, S., & Limnios, E. M. (2018). Developing a conceptual
framework for the co-operative and mutual enterprise business model. Journal of
Management & Organization, 24(4), 551-581. DOI:10.1017/jmo.2018.29
The main contextual factor discussed in the journal article is a theoretical structure for perceptive
and joint enterprise business representative. In this article, it shows the values of the business
model and also explains various functions of different firms. The model is a mechanism and
helps to design the connection beyond a business activity that explained that how it will make
values for consumers, benefits for investors and how it will distribute significant sources to fulfil
the purposes. In this article, it describes perceptive and joint enterprise and shareholder-owned
firm’s functions. The CME structure shows that it provides the structure that used and applies by
the managers, board members, and consultants which investigate the present as well as future
practices and the activities.
When identifying the findings in this article, it shows that functions of a business model, CME
and SME work. CME wants to mobilise its community abilities and find out ways whereas the
various ranges of personal objectives into the common purpose and all members will show their
participation. When comparison of business decision making in CME’s and IOF; investor-owned
firms it shows various works. The CME business model concentrates on members as compared
to the customers and on the other hand, IOF’s focus on the outcomes of the investors.
These findings relate to the managers of the organisation whereas the managers will learn and
know the CME and IOF structure and help to the organisation. Address the issues and notice the
demand for CME business structure. It helps the managers to secure the trust, loyal behaviour of
peoples by assessing their performances.
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Conclusion
This report concludes that these contextual factors are essential and essential for organisation
growth as well as its progress. All these journals research helps to understand it. A unique
contextual factor is organisational and business activities. The current period shows that the
organisation wants to make plans, procedure, and process to follow its objectives. A business
practice refers to all common methods. Commonwealth Bank of Australia CBA also has its own
rules and regulations, but it may modify its rules and procedure to run its business. The manager
of the organisation holds with their members and fulfils the organisation needs by effective
manner. Westpac also analysis this factor and apply the new strategies to maximise its regularity
to make its organisation more effective. Australia and New Zealand and banking groups maintain
the nation by the help of implementing the policies, norms, business activities. This factor not
only shows a clear picture of the scenario but also help the organisation internally as well as
externally. The Australia commonwealth bank applies this factor for progress its business and
also enhance its capabilities. These banks manage a connection with their customers.
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References
 Dagdeviren, H., Lund-Thomsen, P., & McCann, L. (2017). Multiple paths through the
complexities of globalisation: The next three years of Competition & Change.
Competition and Change: the journal of global business and political economy, Volume:
21 issue: 1, page(s): 3-9 DOI org.ezproxy.cqu.edu.au/10.1177/1024529416680875
Available at
https://journals-sagepub-com.ezproxy.cqu.edu.au/doi/full/10.1177/1024529416680875
 Ghosal, V. (2015). Business strategy and firm reorganisation: the role of changing
environmental standards, sustainable business initiatives and global market conditions.
Business Strategy and the Environment, 24(2), 123-144.
DOI-org.ezproxy.cqu.edu.au/10.1002/bse.1815 Available at https://onlinelibrary-wiley-
com.ezproxy.cqu.edu.au/doi/full/10.1002/bse.1815
 Mazzarol, T., Clark, D., Reboud, S., & Limnios, E. M. (2018). Developing a conceptual
framework for the co-operative and mutual enterprise business model. Journal of
Management & Organization, 24(4), 551-581. DOI:10.1017/jmo.2018.29 Available at
https://search-proquest-com.ezproxy.cqu.edu.au/docview/2091248666?rfr_id=info
%3Axri%2Fsid%3Aprimo
 Teece, D. J. (2018). Dynamic capabilities as (workable) management systems theory.
Journal of Management & Organization, 24(3), 359-368. DOI:10.1017/jmo.2017.75
 Teh, D., & Corbitt, B. (2015). Building sustainability strategy in business. Journal of
Business Strategy, 36(6), 39-46. DOI 10.1108/JBS-08-2014-0099.
10