Comprehensive Report: Management and Business Context Evaluation

This report delves into the critical aspects of management and business context, evaluating factors that influence business decision-making and organizational performance. It examines organizational structures, governance, and the impact of business model innovation, emphasizing the importance of entrepreneurial orientation and the challenges faced by firms in dynamic environments. The analysis includes discussions on environmental forces, risks confronting businesses, and various organizational practices. The report also explores the functions of diverse firms, highlighting the role of managerial cognitive capabilities and their influence on strategic development. The conclusion emphasizes the significance of national-level educational strategies and the need for universities to balance functional centralization and decentralization to achieve institutional goals, including autonomous recruitment of staff.

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
The essential need to understand the factors which tend to impact business decision-
making processes and further to increase the value device from it has resulted in factor enquiry
that is purpose at comprehending a range of individual facets in various situational contexts
(Nilsen, 2015). Several factors such as management competence along with political situational
perspectives are identified as vital components of performance variance while drawing
comparison between modern business enterprises which tend to implement similar form of
technologies and expertise (Janssen et al., 2017). Business firms dealing with global projects and
affiliated to International it outsourcing exhibit a propensity to transform the corporate
environment dynamic and further create challenging situations (Camisón & Villar-López, 2014).
However in such a competitive environment certain contacts to factors are identified to be
immensely important for the effective decision making processes and for the achievement of
global projects executed by modern business firms (Nilsen, 2015). The primary purpose of the
paper is to explicitly evaluate the various forms of organisational and business practices, risks
and challenges confronted by modern organisations as well as aims to focus on the operations
and responsibility of diverse forms along with organisational structures and governance.
Discussion
Organisational structures or governance,
Foss, N. J., & Saebi, T. (2017). Fifteen years of research on business model innovation: How
far have we come, and where should we go?. Journal of Management, 43(1), 200-227. DOI:
10.1177/0149206316675927

2MANAGEMENT AND BUSINESS CONTEXT
The primary aim of this paper is to provide a comprehensive understanding of the
conceptualisation of Business models (BN) and more recently the factors related to business
model innovation which further serves a decisive role in the domain of micromanagement
studies in recent times. The authors of the article primarily have purposed to execute an inclusive
observation of factors related to business model innovations (BMI) which have further shed
light on either evaluating the facilitators of BMI as an organisational procedure or distinguishing
the recent and innovative forms of business endeavours. However it has been noted by the
authors in this article that BMI construct has significantly been utilised primarily as a form of
classificatory mechanism and has served as a path of the observation which does not reveal any
propensity to develop the desire of establishing a comprehensive theoretical aspect of BMI.
The article in contrast has focused on the area of systematic observation on the
antecedents, moderators and consequences of BMI which has remained restricted leading to raise
a question on the existence of the true theoretical aspects of business model innovation. The
article has provided an exclusive understanding and has further explored that innovative business
models are perceived as positive influence which enhances the performance level of
entrepreneurs organisation even while they undergo diverse environmental situational contexts.
In addition to this the author has reviewed those highly established business enterprises that
demonstrate enhanced level of innovation towards business models usually undergo positive
performance advancements and further provides legitimacy to the rapid increasing
competitiveness the business domain.
Environmental forces

3MANAGEMENT AND BUSINESS CONTEXT
Wales, W. J. (2016). Entrepreneurial orientation: A review and synthesis of promising
research directions. International Small Business Journal, 34(1), 3-15. DOI:
10.1177/0266242615613840
This article intends to observe entrepreneurial orientation (EO) which in current times has
attained considerable recognition as one of the most comprehensive and well analysed constructs
existing in the arena of entrepreneurship and the extensive management inquiry. Wales in his
paper has emphasized on the facets of enterprise orientation (EO) that have been significantly
apparent within modern and globalised enterprises as an organisational state through means of
entrepreneurial mechanisms and structural as well as behavioural patterns. Thus it has been noted
that while diverse forms of organisational approaches may act as possibility to the efficacy of an
organisation, aspects related to enterprise orientation EO must be recognised as a fundamental
part of a highly distinctive, distinguishable approach. The article focuses on certain critical areas
which highlight level of sustainability of entrepreneurial values, standards and behaviours that
generates extensive rate of discrepancies as well as inconsistencies in the performance of firms
signifying enterprise orientation ideas and strategies.
Furthermore, the paper emphasizes that because a diminutive section of actions, EO
enterprises reveals the ability to attain success, certain entrepreneurial behaviours tend to be
incompetent in acquiring success in efficiently producing important business revenues. Thus, the
paper states that higher EO with increasing rate of advanced technologies and inconsistent
executed projects have the propensity to enhance performance outcomes of the organizations.
However the author concludes his paper by further giving rise to potential directions in the
domain of EO from a diverse range of perspectives such as related to the significant
manifestation of EO firms.

4MANAGEMENT AND BUSINESS CONTEXT
Risks confronting the firm
Santos, F., Pache, A. C., & Birkholz, C. (2015). Making hybrids work: Aligning business
models and organizational design for social enterprises. California Management
Review, 57(3), 36-58. DOI: 10.1525/cmr.2015.57.3.36.
The article has observed that hybrid organizations which have been adhering to a social
aim while exhibiting high level of reliance on trade business model have significantly paved its
way for a newly developed strategy in order to attain vital societal consequence. However, it has
been noted by the author that though these increasingly developing social business firms accepts
well established promise and justification, several modern social business firms have further
revealed high level of instability must develop at a considerable rate in order to successfully
acquire both social mission as well as accomplishing increasing demand of market. Moreover the
author has emphasized that these highly bestowed social-oriented involvement often tends to
reveal ‘Blending Hybrids’ to a much more elevated level of risk pertaining to mission drift in
comparison to the event of ‘Market hybrids’ as the supplementary activities necessitates in order
to generate influence however do not essentially contribute in the accumulation of resources and
revenues and as a result comprise a negative effect on revenues, profits which further
disregarded the level of risk facing.
The paper is considered as a well analysed one as it provides inclusive insights of the vital
framework which tends to challenge the firms of ‘Bridging Hybrids’ enterprises which are
regarded to have established suitable rules in order to ensure that all the beneficiaries are well
observed to produce social impact. However the authors have posed a possibility of level of risk
and challenge to be extensive as they can be manipulated to value consumers over beneficiaries

5MANAGEMENT AND BUSINESS CONTEXT
and further reduce the intensity of emphasis on supplementary interferences which utilize great
amount of revenues and divulges least amount of willingness to contribute to the financial
sustainability of business organizations.
Organisation and business practices
Lombardo, S., & Kvålshaugen, R. (2014). Constraint-shattering practices and creative
action in organizations. Organization Studies, 35(4), 587-611. DOI:
http://dx.doi.org/10.1177/0170840613517597
The authors of the article have provided comprehensive insights on the way employers
engaged in the business domain tend to deal with extensive rate of intricacies and challenges
within underdeveloped problem-solving situational contexts and its subsequent consequences
this struggle has for innovative performance. It has been highlighted on the article that inaccurate
or diffused problem-solving methods involved in project organizations have been identified by
the essential need to cope up to any form of challenges during the business operations. The paper
has further emphasized on the areas of 'rational action’ that is universally being used in order to
provide relevant explanations of concepts of management phenomenon. Though 'creative action’
is considered to be primarily restrained to the procreative part of the issues which have a
propensity to generate alternative resolutions to the growing rate of constraints, the sphere of
rational action has been perceived to incorporate actions of explaining issues and further produce
relevant resolutions.
The authors focused on areas on recent studies which have treated the underlying issues of
constraints within organisations without giving importance to their characteristics, origin and
functions. However in contradiction this article has primarily aimed to refer these organizational

6MANAGEMENT AND BUSINESS CONTEXT
complexities as intricately interrelated along with other forms of innovative actions of the
organizations. The strength of the paper essentially lies on its observation of handling business
complexities and limitations and further discuss their performance of various segments of the
problem sphere along with the outcomes for the management of business innovation in
organizations.
Functions of diverse firms
Helfat, C. E., & Peteraf, M. A. (2015). Managerial cognitive capabilities and the
microfoundations of dynamic capabilities. Strategic Management Journal, 36(6),
831-850. DOI: 10.1002/smj.2247
The article states that the micro foundations if the extensive level of competence have
presupposed high level of value in search of some factors which have the propensity to improve
the functions of strategic development. The authors furthermore have purposed to establish
conceptualizations of 'managerial cognitive capability’ which tends to shed light on the fact that
such level of competences involve the ability to demonstrate their value on physical activities but
also in cognitive activities. It has further highlighted a specific area of concern with the concepts
of 'enterprise level sensing, confiscating and as well restructuring the level of abilities and
talent.’ The paper has further observed that cognition of high level employees possess the ability
to provide contributions to the micro foundations of well established abilities and talents.
However while evaluating the cognitive foundation of dynamic managerial talents and abilities,
the authors have aimed to develop relevant observations on the understanding of cognitive
psychology, cognitive scientific methodology, theoretical aspects of behavioral decision making
process and social psychology. As major proportion of scholars tend to pose divergences across

7MANAGEMENT AND BUSINESS CONTEXT
their understanding and ideas on cognition such as attention, this paper has fundamentally relied
on certain connotations of terminologies in well-defined ideas of psychology. The article has
concluded with few suggestions of areas of avenues for further studies on the association of
dynamic managerial competence and organizational dynamic abilities along with the mutual
contributions they might provide to the field of strategic development and organizational
performance.
Conclusion
Thus to conclude it can be stated that education is intrinsically being underpinned and
shaped at the national level whereby at these levels goals, pressure and other aspects can be
implemented as forms of effective strategies for effective education Innovation. Furthermore,
distinctive as well as highly regulative national aims and objectives can be identified as
immensely significant because of the two dimensional functions which informs educational
institutions like CQUniversity about the success and achievements of their students and on the
other hand as valuable standards for competition and evaluation of the overall educational
system. Thus CQUniversity must fundamentally adhere to functional centralisation while
segregate the strategies of achieving aims on the hands of the university that is regarded as
functional decentralisation. The university must further adhere to accurate responsibilities which
support functional decentralisation in certain spheres in order to reduce the rate of criticality
while attaining institutional goals and objectives specifically in the field of offering provisions to
CQUniversity of adhering to autonomous recruitment and retention of teachers and other
University staff members. This approach of autonomous recruitment may have great impact of
the innovative performance of the institution.

8MANAGEMENT AND BUSINESS CONTEXT
References
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.
Foss, N. J., & Saebi, T. (2017). Fifteen years of research on business model innovation: How far
have we come, and where should we go?. Journal of Management, 43(1), 200-227. DOI:
10.1177/0149206316675927
Helfat, C. E., & Peteraf, M. A. (2015). Managerial cognitive capabilities and the
microfoundations of dynamic capabilities. Strategic Management Journal, 36(6), 831-
850. DOI: 10.1002/smj.2247
Janssen, M., van der Voort, H., & Wahyudi, A. (2017). Factors influencing big data decision-
making quality. Journal of Business Research, 70, 338-345.
Lombardo, S., & Kvålshaugen, R. (2014). Constraint-shattering practices and creative action in
organizations. Organization Studies, 35(4), 587-611. DOI:
http://dx.doi.org/10.1177/0170840613517597

9MANAGEMENT AND BUSINESS CONTEXT
Nilsen, P. (2015). Making sense of implementation theories, models and
frameworks. Implementation Science, 10(1), 53.
Santos, F., Pache, A. C., & Birkholz, C. (2015). Making hybrids work: Aligning business models
and organizational design for social enterprises. California Management Review, 57(3),
36-58. DOI: 10.1525/cmr.2015.57.3.36.
Wales, W. J. (2016). Entrepreneurial orientation: A review and synthesis of promising research
directions. International Small Business Journal, 34(1), 3-15. DOI:
10.1177/0266242615613840