BO1BSRE301 Business Strategy: Critical Review of Journal Articles

This document presents critical reviews of several journal articles focusing on various aspects of business strategy. The first article explores the strategic role of the board and its impact on top management team capabilities, emphasizing the importance of board diversity. The second article delves into the development of an integrated model of strategic alliances, highlighting the significance of inter-firm collaboration. The third article examines the role of corporate culture in strategic human resource management, particularly within Chinese enterprises. The fourth article explores the link between individual performance and business strategy through the people process model. The fifth article discusses corporate governance and corporate diversification strategies. Finally, the last article focuses on crafting strategy, emphasizing the importance of orderly thinking in senior management. Each review provides a summary of the article's content, a critique of its methodology and findings, and a conclusion summarizing the key takeaways. The articles cover a range of topics, including corporate governance, strategic alliances, human resource management, and crafting strategy, offering a comprehensive overview of key concepts in business strategy.

Business Strategy (Management)

Table of Contents
1

The Strategic Role of the Board: The Impact of Board Structure on Top
Management Team Strategic Action Capability
By: Bongjin Kim*, Michael L. Burns, and John E. Prescott
Introduction
The Article that has been composed in a conceptual manuscript format and revolves around the
strategic role of the board and the impact of its structure on the strategic action capability of the
top management team. The article dwells on the different aspects of diversity in the board and its
impact on the capabilities of the top management team to take action against corporate
governance failures in the company.
Summary
With recent corporate reforms around the world, corporate monogamy and limited diversity in
the board structure of MNCs have created an emphasis on the board structure and its
conceptualized impact on leadership (Bjornali, Knockaert and Erikson, 2016). The approach of
this article is to create a sustainable board structure that is diversified in order to include as many
possible perspectives an adding as many possible contexts when it comes to corporate decision
making.
Critique
The paper emphasizes on the current markets and leveraged on theoretical insights and empirical
findings and suggest a direction for future research (Wheelen, Hunger, Hoffman and Bamford,
2017). The paper is well documented with an accurate literate review that justifies its
conclusions on the impact of the corporate decision making capacities that are limited to an
undiversified board structure.
Conclusion
It emphasizes on restructuring corporate hierarchy to the top team management is apt and
important for sustenance. Diversity in leadership is important strategically so that differential
impact a be limited when it comes to contexts that are directly linked to the sustenance of the
current structure in corporations (Tulung and Ramdani, 2016).
2

Development of an Integrated Model of Strategic Alliance.
By: Som Sekhar Bhattacharyya
Introduction
The article draws on the importance of inter-firm collaboration and its importance in achieving a
central perspective on the strategic management of firms that exist in the same sphere of the
market. Inter-firm collaboration substantially increases the competitive advantage of firms and is
sustainable as a result of achieving multiple perspectives when it comes to strategic decision
making.
Summary
The paper reviews historical and empirical data in order to achieve a differentiated perspective
on the importance of strategic alliances between competing firms and their importance in the
success of creating value for both parties (Gomes, Barnes and Mahmood, 2016). An integrated
perspective is developed strategic inputs from multiple sources in the corporate hierarchy and
this creates a resource based overview that integrates international organisational theory and
dynamic agency theory.
Critique
The paper is a theoretical model that does not take into consideration the lack of integrity in
corporate structures and are based completely on the theoretical model. They are idealistic but
dwell on important factors that need to be taken into consideration as strategic alliances that are
structured taking human errors may provide fruitful perspectives. These perspectives will
ultimately increase in the corporate hierarchy (Albers, Wohlgezogen and Zajac, 2016).
Conclusion
The proper finding of the level description that was presented in the article aquarian was helpful
in gathering knowledge but still required a more in-depth analysis of the linkage between
employee performance and organisational structure. Satisfaction level of workers, as well as
managers, are also understood when face to face, as well as questionnaire format questions, are
asked (Tjemkes, Vos and Burgers, 2017). The authors have come up with the transformational
change map that justifies the very way of providing proper leadership capability and skills
required for workforce development.
3

4

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
Understanding strategic Human Resource Management (SHRM) gathered valuable support for
research work to be conducted in order to understand the importance and role of Corporate
culture according to human resource management. The article presented by LI-QUN WEI, JUN
LIU, YICHI ZHANG, AND RANDY K. CHIU Has incorporated information and actions of
organisational members for attending organisational and firm goals. Understand the impact of
SHRM upon the behaviour of individual and a force to formulate proper strategic positioning
have also been justified by the authors in their article.
Summary
The authors in the article have presented proper and extensive research on strategic Human
Resource Management on the firm and organisational performance. Chinese Enterprises were
taken as the primary subject for understanding the role of Corporate culture in the process of
strategic Human Resource Management (Taylor, Doherty and McGraw, 2015). Around 233
Chinese Enterprises were undertaken for the research work to evaluate the impact of Corporate
culture upon the adaptation of SHRM. The research work presented by the author has significant
importance in understanding the human resource management process in China and another
rapidly growing economy is around the world. Development culture and their positive effects on
the adoption of SHRM has been properly evaluated by the authors in their article presented
Critique
First and foremost positive impact that the article will present upon readers and other authors
around the world in understanding the impact of statistical human resource management over
organisation incorporates industrial organization theory based on transaction cost economy on
stakeholder theory (Noe, Hollenbeck, Gerhart and Wright, 2017). The implementation of SHRM
in corporate culture have clearly suggested that the authors have properly evaluated its
importance and its implication in a positive manner. However, when understanding the
implementation of SHRM becomes clear, there are issues like organisation understanding and
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the culture that may facilitate the firm performances. On the positive term, the article has
provided enough knowledge regarding the reminders environmental changes that the Chinese
organisations are facing which are sometimes critical in understanding and initiating
management changes through human resource management policies. It is important to
understand that every slight change in the business environment has argued the impact over
SHRM (Bailey, Mankin, Kelliher and Garavan, 2018).
Conclusion
The article presented by the authors is quite beneficial in understanding the effective
management practices which are required to be implemented in order to respond to the
competitive changes that the business environment to the Chinese organisations. Some limitation
regarding cross-sectional studies have been located in the article but they can be mitigated with
the proper novelty of understanding the strategic human resource management policies.
6

LINKING INDIVIDUAL PERFORMANCE TO BUSINESS STRATEGY:
THE PEOPLE PROCESS MODEL
By: Lynda Gratton, Veronica Hope-Hailey, Philip Stiles, and Catherine Truss
Introduction
The article presented by Lynda Gratton, Veronica Hope-Hailey, Philip Stiles, and Catherine
Truss, provides us descriptive information related to the understanding of individual performance
and its impact on the business strategy through the utilisation of people process model. This
work is finally supported with the proper execution of research work that has been conducted by
the authors for having greater and in-depth knowledge about human resource management within
large companies of the United Kingdom.
Summary
The research has been initiated in order to understand the model of people process which impacts
the business strategies and human resource Strategies for the future development of
organisational performance. There has been a proper justification of key findings and providing
of the map that has been utilised for translation of the research work into a discussion that would
justify the exact reason and importance of performance upon business strategy.
Critique
The researchers have presented and understood the challenges faced by the organisations in
continuing to deliver a proper service that would sustain a competitive advantage. In order to
construct a proper research work, the researchers have come up with the most suitable way of
research. They introduced both primary qualitative and primary quantity form of research work
which is Greater positive point for the research paper. The utilisation of both primary qualitative
and quantitative research work provides in-depth knowledge of the views of Management as well
as employees within the organisation (Oinas-Kukkonen and Harjumaa, 2018).
The prepositions presented by the authors related to the Silai Dimension of linkage between
business strategy and performance of every individual in the organisation was through the
intervention of business goals. But it was not clear in the article whether the requirement of the
employees within the organisations who were made to work hard for the requirement of the
organisation as a whole was fulfilled or not (Prochaska, Redding and Evers, 2015). In which
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article it was clearly mentioned that there is a minimal knowledge about vertical and horizontal
linkage among Organisational Management which certainly has some negative impact over the
research work as there was information collected through two primary qualitative standards
which mean through interviews of higher level management of organisations. Information
gathered from preposition presented by authors at the very beginning state to sometimes have
different ending other than the actual findings (Birkland, 2015). The proper finding of the level
description that was presented in the article aquarian was helpful in gathering knowledge but still
required a more in-depth analysis of the linkage between employee performance and
organisational structure.
Conclusion
From the above research article, we can justify that the evaluation of the link between business
objective presented to the worker and their performances are very high and can be presented to a
strong link position (Ramaswamy, Purkayastha and Petitt, 2017). The annual and weekly
analysis of workers mental state and organisational requirement as suggested by the author do
need proper evaluation and independent analysis by every Organisation in the United Kingdom.
8

Corporate Governance and Corporate Diversification Strategies
By: Raluca Florentina CREŢU
Introduction
Relationship between corporate governance along with diversification create an important place
for special understanding of recent events in the financial market which directly have an impact
over responsibility to be presented by the Organisation in a social scenario. Managerial
ownership and capital motivation that sometimes create disturbance over stakeholder are also
discussed in the article presented by Raluca Florentina
Summary
The corporate governance and strategy diversification have been well incorporated in the article
presented where there is a series of concentrated for understanding the relationship between
corporate governance and corporate diversification with determined management for the
betterment of the organisational work
Critique
The present a well-defined perspective that narrates on the importance of corporate
diversification and its relationship with corporate governance. The analysis focuses on literature
and reviews them based on a new perspective by defining the importance of diversity in
corporations and the steps that may be implemented by the governing body of corporations to
increase diversity. The relationship is portrayed and precious and will fail if not structured
carefully (Mackey, Barney and Dotson, 2017). The presentation of Future Plans and past patterns
in the article by the author have a White positive impact on understanding the strategies that are
required to be evaluated for challenging the competition and maintaining the rules and
regulations provided by the government (Ma, et al. 2016). Authorisations of work culture and
implementation of tracking strategy as mentioned by the author are quite beneficial for the future
organisation to ensure a successful trend of business Run.
Conclusion
The efficiency of diversity and the current trends in the employment sector have all been
factored in this paper. The need for a diverse stakeholder structure has been well defined in the
paper by the author (Parola, Satta and Panayides, 2015). The value of reducing homogenous
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governing structures and the questions connected to the motivational strategy are well defined
and conclusive.
10

Crafting Strategy
By: Henry Mintzberg
Introduction
The Paper emphasizes the corporate necessity of orderly thinking in senior management in order
to develop business strategy (Thompson, Strickland and Gamble, 2015). The paper identifies the
concept of systematic analysis of competitors and stakeholders by the management in order
formulate strategies that are clear precise and explicit planning that defines the course of a
company.
Summary
The difference between planning a strategy and crafting one is highlighted in this narrative.
Rafting involves traditional skills of dedication towards achieving perfection (Petrou, Demerouti
and Schaufeli, 2018). It is much more thematic and detail oriented and depends on the
intellectual individuals of the management. Creative strategies involve learning through creative
decision making that not limited to usual commitment.
Critique
The literature review in the article is apt and to the strategy and is well defined in establishing the
point of view that the author has identified (Demerouti, Bakker and Halbesleben, 2015). The
points separate planning and crafting strategies that have not previously defined (Mei, et al.
2017). These strategies that are crafted based on models are far more and detailed in their
inception and have a well-defined structure and does distort the process of decision making in
the corporate strategy.
Conclusion
From the above article by author Henry Mintzberg, Has provided skilful information related to
strategy implementation with the utilisation of Porter theory where he undertook examples from
individual Potter.
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