strategy Archives | The Oxford Review

Tag Archives for " strategy "

Strategies for developing employee capability

Research Briefing

Keywords: employee capability, workforce capability, organisational capability, organisation performance, strategy One of the key issues any organisation or firm faces, no matter how large or small, is how to acquire the necessary knowledge, skills, attitudes, behaviours and thinking in order to achieve its goals. Together, these five attributes are the primary components of workforce or […]

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The Oxford Review Volume 3 Number 8

The Oxford Review Volume 3 Number 8

In this Month’s Oxford Review: Does being clear about your own emotions help you to have greater empathy? Why talent management and industrial–organisational (I-O) psychology has a big problem Lean is harder to implement and the results worse than people usually expect at first What does engagement really mean? The impact of organisational values and […]

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Bullying and change are related and more in this month’s Oxford Review

The Oxford Review Vol 3 No 10

In this edition: Research briefings on: Aligning servant leadership, strategy and structure Describing and measuring corporate compliance cultures Does transformational leadership lead to better job-crafting? If so why? Mixing different types of coaching Organisational digital storytelling: a medium for change Relational energy and leadership style The link between perfectionism and the impostor syndrome The research […]

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The four dilemmas of strategy timing

Research Briefing

Keywords: strategy, strategy implementation, timing, strategy timing, strategic implementation, dilemma Developing and executing a strategy successfully takes more than just strategy formation and execution. A range of previous studies over the last 30 years have shown that getting the timing right when implementing a strategy is every bit as vital as its execution. The timing […]

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Aligning servant leadership, strategy and structure

Research Briefing

Keywords: leadership, strategic fit, strategy, organisational leadership, organisational strategy, servant leadership, structure, organisational structure, organisation performance, organisational performance outcomes Servant leadership is the most robust style of leadership, in terms of consistency and reliability of outcomes and influence on organisational performance and individual employee performance. As a result of recent findings that servant leadership tends to […]

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How merger and acquisition strategies influence post-merger integration outcomes

Research Briefing

Keywords: mergers and acquisitions, M&A, post-merger integration, human resource management, strategy, HRM Mergers and acquisitions (M&As) are ubiquitous. Companies and organisations use mergers and acquisitions to accelerate their growth, acquire valuable assets, capabilities and resources, achieve a competitive advantage or even reduce or eliminate competition. Despite this, all indications are that many merger and acquisition […]

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Sources of uncertainty in strategy: emerging research

Research Briefing

Keywords: strategy, strategy implementation, organisational strategy, uncertainty, strategy uncertainty, An interesting series of papers, briefings and research conference presentations are currently being published looking at the level of uncertainty in different strategic programs. Because strategies are future facing, there is always going to be a level of uncertainty around their feasibility, execution and impact. The risk […]

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Why most business strategies fail – eventually

A paper just published by colleagues at the Saïd Business School at the University of Oxford argues that business planning by organisations needs to involve ‘scenario research’. Scenario research involves looking at how the business would benefit or fail from a range situations. Turbulent times One of the exciting things about business is that it […]

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