Annotated Bibliography: MGMT20144, Management and Business Context

This annotated bibliography presents a synthesis of five recent, peer-reviewed journal articles focusing on key aspects of management and business context. The articles delve into various facets, including the impact of outside CEOs' prior experience with board diversity on firm performance, the benefits of organizational resilience through sustainable business practices, how middle managers navigate political environments to achieve market goals, and corporate governance antecedents to shareholder activism. Each annotation provides a concise overview of the article's central arguments, methodologies, and findings, offering insights into contemporary management challenges and strategies. The studies explore the dynamics of environmental forces, corporate governance, and shareholder activism, offering valuable perspectives for managers and researchers alike. The articles were sourced from the provided list of journals and include their respective DOIs.

Running head: MANAGEMENT AND BUSINESS CONTEXT
management and business context

MANAGEMENT AND BUSINESS CONTEXT 1
Table of Contents
Article 1...........................................................................................................................................2
Article 2...........................................................................................................................................2
Article 3...........................................................................................................................................3
Article 4...........................................................................................................................................4
References........................................................................................................................................6

MANAGEMENT AND BUSINESS CONTEXT 2
Article 1
Why do some outside successions fare better than others? The role of outside CEOs' prior
experience with board diversity
Zhu, D. H., & Shen, W. (2016). Why do some outside successions fare better than others? The
role of outside CEOs' prior experience with board diversity. Strategic Management
Journal, 37(13), 2695-2708. DOI: https://doi.org/10.1002/smj.2471.
The CEO from the diversified board are able to manage their relationships in the new
companies of different regions. This article examines the reason behind this fact. In this article,
the author has predicted that the prior experience of CEO's with diversified board members
reduces the chances of director turnover and CEO turnover. Along with this, it also helps in
improving the overall performance of the firm. The theory provided by the author is supported
by 188 CEO's working in different regions. The author suggests that maintaining the positive
relationship is the main factor in the success of a new outside CEO. The study also suggests that
when the new company is more diverse in comparison to the previously working company of a
CEO, then he has to face a number of problems in dealing with different types of members.
The author has conducted primary research to increase the reliability of the findings. The
main sources of such research include interviews of the outside CEO's working in different
nations and the opinions of the board members about their performance. Along with primary
data, the author has also gone through the secondary papers which mainly includes the annual
reports of the company having diversified board members.
The findings of this article can be used by the emerging and developed organizations by
introducing diversified board members to manage the business operations. The organizations can
also find the suitable reasons for appointing the outside CEO’s having experience with the
diversified board members.
Article 2
The long‐term benefits of organizational resilience through sustainable business practices

MANAGEMENT AND BUSINESS CONTEXT 3
Ortiz‐de‐Mandojana, N., & Bansal, P. (2016). The long‐term benefits of organizational resilience
through sustainable business practices. Strategic Management Journal, 37(8), 1615-1631.
DOI: https://doi.org/10.1002/smj.2410.
The business practices are required to be carried out in such a way so that it can benefit
the flexibility of the organization in long run. This article argues that environmental and social
practices related to the sustainability of the business contribute to the resilience of the
organization along with the short-term business outcomes. In this article, the author has also
explained the organizational resilience as the organization's ability to analyze and correct the
maladaptive tendencies and manage positively with all type of unexpected situations. The
findings of this articles are based on the personal interviews conducted with more than 200
individual firms. The author has used more primary data in comparison to the secondary data to
present the most appropriate information in this article. This article describes the fact that most
of the managers in the present business scenario, look out for short-term and big level financial
benefits to justify the socially sustainable and responsible practices. The author has justified this
fact by claiming in this article that such practices also help organizations to become more
resilient and avoiding crises. However, the author also found it difficult to measure the level of
avoidance, so he analyzed on the basis of long-term outcomes. This article provided an
understanding that the firms that adopt responsible environmental and social business practices
tend to have higher sales growth rate, lover financial volatility and higher chances of survival in
comparison to the firms not adopting the same. The author hopes to provide the reasons for
organizations to focus on sustainability instead of short-term profits.
Article 3
How middle managers manage the political environment to achieve market goals: Insights from
China's state‐owned enterprises
Guo, Y., Huy, Q. N., & Xiao, Z. (2017). How middle managers manage the political
environment to achieve market goals: Insights from C hina's state‐owned
enterprises. Strategic Management Journal, 38(3), 676-696. DOI:
https://doi.org/10.1002/smj.2515.

MANAGEMENT AND BUSINESS CONTEXT 4
This article analyses the responsiveness of managers to the political factors existed in the
external environment of an organization. The findings are largely based on the study conducted
on for large enterprise working in operating successfully in China. The study indicates that
middle-level managers are more active and responsive in comparison to the upper-level
management and employees.
The data is largely based on the primary research which includes the results of
interviews, questionnaires, and surveys. This makes the data more reliable as all the results are
self-evaluated by the author to provide adequate information. The findings of this report can be
used to identify the appropriate approaches that can be used in dealing with the political factors
and other related areas of a business. The author has carried out a systematic study to show the
different type of challenges and their impacts on the sustainability of the business in contrast
with the activeness of employees.
Article 4
Corporate governance antecedents to shareholder activism: A zero‐inflated process
Goranova, M., Abouk, R., Nystrom, P. C., & Soofi, E. S. (2017). Corporate governance
antecedents to shareholder activism: A zero‐inflated process. Strategic Management
Journal, 38(2), 415-435. DOI: https://doi.org/10.1002/smj.2472.
The role of corporate governance has increased as per the increase in shareholders
activism. This article proposes a new conceptual model that includes the features of the
noticeable activism of shareholders with the help of two components. These components
represent the propensity of shareholders to a target company and propensity of executives to
settle the demand privately. The model defined in this article clearly separate the expectations of
corporate governance for the two concealed components rooted in activism process. The findings
of this model allow the corporate managers to negotiate privately and to value only activist
demands of the shareholders and to accept the same as the corporate governance of the
organization. The research model of this article empirically investigate and theorize a wider role
and mechanism of corporate governance to ensure that the employees and executives should not
be ignored to fulfill all the demands of the shareholders. This articles concluded that implications
of corporate governance differ from private activism and visible shareholder demands. The data

MANAGEMENT AND BUSINESS CONTEXT 5
is based more on the secondary sources which majorly includes the CSR reports of the
companies.
The findings of this paper can be used to identify the shareholder’s interest and their
compatibility with the corporate governance of the business. More emphasis is provided on the
practices carried out by the managers to fulfill the expectations of the shareholders which also
reflects the importance of shareholders in carrying out the business effectively.

MANAGEMENT AND BUSINESS CONTEXT 6
References
Goranova, M., Abouk, R., Nystrom, P. C., & Soofi, E. S. (2017). Corporate governance
antecedents to shareholder activism: A zero‐inflated process. Strategic Management
Journal, 38(2), 415-435.
Guo, Y., Huy, Q. N., & Xiao, Z. (2017). How middle managers manage the political
environment to achieve market goals: Insights from C hina's state‐owned
enterprises. Strategic Management Journal, 38(3), 676-696.
Ortiz‐de‐Mandojana, N., & Bansal, P. (2016). The long‐term benefits of organizational resilience
through sustainable business practices. Strategic Management Journal, 37(8), 1615-1631.
Zhu, D. H., & Shen, W. (2016). Why do some outside successions fare better than others? The
role of outside CEOs' prior experience with board diversity. Strategic Management
Journal, 37(13), 2695-2708.