strategic management research paper topics

How it works

Useful Links

How much will your dissertation cost?

Have an expert academic write your dissertation paper!

Dissertation Services

Get unlimited topic ideas and a dissertation plan for just £45.00

Order topics and plan

Get 1 free topic in your area of study with aim and justification

Yes I want the free topic

100s of Free Management Dissertation Topics and Titles

Published by Grace Graffin at January 6th, 2023 , Revised On April 16, 2024

Introduction

The subject of management involves an in-depth understanding of the various aspects of business management, such as employee management, risk management, organisational behaviour, and many more.

When choosing a topic for your management dissertation, make sure to consider diverse topics that explore both the theoretical and practical aspects of management.

We understand that getting a dissertation topic approved can be extremely challenging as academic supervisors require students to research a unique case.

This is where our team of writers comes into play. Our writers can up with exciting and manageable management dissertation topics to help get the juices flowing in your head so you can write your dissertation on a unique and engaging topic.

You may also want to start your dissertation by requesting a brief research proposal from our writers on any of these topics, which includes an introduction to the topic, research question , aim and objectives , literature review along with the proposed methodology of research to be conducted. Let us know if you need any help in getting started.

Check our dissertation examples to get an idea of how to structure your dissertation .

Review the full list of dissertation topics for here.

How to Select the Best Management Dissertation Topic?

A dissertation topic must be selected based on research interests, availability of data, time limitations, and the research’s scope and significance. The following management dissertation topics are carefully shortlisted while considering all these parameters. Please review these topics and let us know if you have any queries.

Also Read: Operations Management Dissertation Topics

International Development Dissertation Topics
Cooperate Governance Dissertation Topics
Business Intelligence Dissertation Topics
Business Information Technology Dissertation Topics
International Business Dissertation Topics
Business Management Dissertation Topics
Business Psychology Dissertation Topics
Business Law Dissertation Topics
Project Management Dissertation Topics
Business Dissertation Topics
HRM Dissertation Topics
Operations Management Dissertation Topics

2024 Management Research Topics

Topic 1: an evaluation of organizational change management- why do people tend to oppose change.

Research Aim: The research will aim to assess the structure of organizational change management and to find the reasons why people resist or oppose the changes in an organization. There are many reasons through which change in organization’s management becomes important but some employees’ does not accept that changes. There are many reasons why people resist changes on organization. In certain circumstances, resistance to change might be beneficial. Resistance to change is, in fact, a crucial feedback mechanism that must not be neglected.

Topic 2: Investigating the effectiveness of customer relationship management in airlines

Research Aim: The research will aim to study the efficiency of CRM in airlines. Customer relationship management has evolved into a critical technique used by every corporation to better its operations and obtain a competitive advantage over competitors. Customer relationship management has evolved into a key priority for airline firms and an integral part of airline businesses’ corporate strategy to distinguish themselves from rivals in the eyes of the consumer. The goal of facility organisations, such as airlines, is to provide services that attract and maintain satisfied, loyal customers who promote the airline.

Topic 3: How does leadership affect employees’ productivity? A case of IT firms

Research Aim: This research will focus on leadership positions in IT organisations with the goal of increasing staff productivity and performance. Leadership is essential for increasing employee retention, career drive, and efficiency. Most companies’ progress is accelerated by effective leadership. As a result, it is critical to organisational success. Employee performance, on the other hand, is a critical pillar of every firm, and companies must examine the variables that contribute to great performance. Leadership is based on confidence, which is based on skill, sincerity, ethics, transparency, reactivity, empathy, and kindness.

Topic 4: The effect of organisation advancement tools on business performance

Research Aim: The research will aim to find the effect of organization advancement on business performance. Organizational tools are objects that assist you in organising your workspace, resources, and tasks in order to make your workday more effective. Physical instruments, planners, and software platforms are examples of what they can be. Organization advancement tools are a great source to improve your business performance as they help you in managing your daily tasks and workforce.

Topic 5: The importance of leadership and social skills in new entrepreneurs: An investigative study

Research Aim: The research will aim to investigate the importance of leadership and social skills in new entrepreneurs. Developing talent, introducing innovative goods and services, delivering efficiency, and gaining market share all benefit from improved leadership qualities. If you wish to stay small, you might be able to get away with not growing your leaders. Otherwise, it will restrict your progress. Social skills enable entrepreneurs to interact with customers more effectively, resulting in more agreements and more profitability.

Covid-19 Management Research Topics

Crisis management during covd-19.

Research Aim: This study will identify crisis management aspects during COVD-19, including its challenges and solutions.

Business management during COVID-19

Research Aim: This study will review business executives’ challenges in various scale industries and how they are recovering from the loss. How far did they succeed?

Hospital and medicine management during COVID-19

Research Aim: This study will highlight the role of hospital management during COVID-19, the challenges they came across, and the ways to overcome those challenges.

Educational management during COVID-19

Research Aim: This study will address the issues faced by students and educational institutes. How are they trying to overcome the challenges of imparting education during the coronavirus pandemics?

Maternal health care management during COVID-19

Research Aim: The lockdown situation has been an issue of concern for the patients, including pregnant women. This study will address the role of Maternal health care management during COVID-19.

Management Dissertation Topics for 2023

Topic 1: analyzing the traditions and trends in public administration and management in post-wwii europe.

Research Aim: The purpose of the research will be to analyze the characteristics of cultural and national communities that have influenced public administration and management in the 1970s and 1980s in Europe. The study will be carried out using a systematic literature review.

Topic 2: The Impact of Gender-inclusive Gatekeeping and Predecessors Influence on the Success of Female CEOs

Research Aim: The purpose of the research will explore how local organisational agents and contexts can help women leaders overcome barriers and achieve success at higher levels in corporate firms. The study will focus on CEO succession events and predecessor CEOS factors and their influence on women post-succession. The research design will be developed qualitatively.

Topic 3: Analysing the Impact of Daily Psychological Power on Organisational Leaders

Research Aim: The research will use quantitative techniques to analyze power-holders relational and interdependent work contexts. The study will examine the effect of daily psychological power using the factors of abusive behaviour and perceived incivility.

Topic 4: Examining the Impact of Cultural Diversity on Interaction Process and Performance

Research Aim: Using quantitative techniques, the research will analyse the interaction process and performance factors in two groups of employees in the services industry – homogenous and culturally diverse. The effectiveness in operation and arrangements will be examined.

Topic 5: Analyzing the Impact of ‘Voice’ and ‘Silence’ on Destructive Leadership

Research Aim: The research will examine the limited and biased view of silence in management literature. The study will also analyse the impact of silence in an organisation in terms of a functional value using quantitative research techniques. Furthermore, how silence in organisations can be used as a strategic response will be discussed.

Topic 6: Examining the Relationship between Productivity, Management Practices, and Employee Ability in the UK Setting

Research Aim: Using quantitative techniques, the study will analyse a relationship between productivity, management practices, and employee ability using data from management practices surveys and employees’ longitudinal earnings records.

Topic 7: Analysing the Factors that Impact International Differences in Gender Pay Gap

Research Aim: The research will use quantitative techniques to analyse microdata from various countries between 1980 and 2010. The study will use the factors of wage structures, net supply, wage compression, collective bargaining coverage, and unionised wage setting to identify the lower gender pay gap internationally.

Topic 8: The Impact of Psychosocial Hazards on Workplace Risk Management

Research Aim: The study will investigate workplace risk management practices in industry sectors with a high risk of musculoskeletal disorders (MSDs) and mental health disorders (MHDs) and the extent to which they may rise from psychosocial hazards. The research will be conducted using qualitative research techniques.

Strategic Management and Organisational Behavior Dissertation Topics

Strategic management and organisational behaviour can be described as the actions a firm takes to achieve its business objectives primarily derived from competitive markets’ dynamic behaviour. Following are some interesting dissertation topics under this field of study;

Topic 1: The Impact of Organisational Goals on Organisation Behavior

Research Aim: The primary focus of this research will be to combine factors from the theory of action, phases and self-determination theory to develop a motivational model that will explain the relationship between organisational goals setting process that lead to organisational behaviour. The research will be conducted using mixed methods of research techniques.

Topic 2: Integrating the Principles of Strategic Human Capital and Strategic Human Resource Management to Improve Organisational Performance

Topic 3: comparing the impact of family and non-family firm goals on strategy, family and organisational behavior.

Research Aim: This research will analyse the differences between family and non-family business goals and their impact on how businesses develop strategies. Also, the research will assess how these developed strategies would affect family and organisational behaviour. This research will use quantitative research techniques.

Topic 4: Analyzing the Effect of Strategy, Innovation, Networks and Complexity on Organisational Adaptability – The Mediating Effect of Leadership

Research Aim: The current study will use empirical analysis to examine the effects of strategy, innovation, networks, and complexity of organisational adaptability using leadership as a mediation factor.

Topic 5: Examining the Effect of Appointment of a Racial Minority Female CEO on White Male Top Manager Intrapsychic and Behavioral Responses

Research Aim: This research will examine white male managers’ behavioural responses to a female racial minority CEO’s appointment. The behaviour that the research will analyse is the amount of help that the white male top manager provides to their fellow executives. The research will be conducted using quantitative techniques.

Topic 6: Analysis of the Effectiveness of an Affect-Based Model to Portray Recipients Responses to Organisational Change Events

Research Aim: The study will use the Affect-Based Model developed by Oreg et al. (2016) to analyse if it is useful in documenting and portraying the recipient responses to organisational change events. The research will use factors of valence and activation to assess the effectiveness of the model. The study will be conducted using quantitative techniques.

Topic 7: Evaluating the Relationship between the personality of a CEO and Employee Motivation

Research Aim: This research will investigate the relationship between a CEO’s personality and employee motivation. The core of this study will be to assess whether a CEO’s character possesses the power to influence employee motivation or not. Case studies from various companies will be used in this study.

Topic 8: Assessing the Role of Managers in Bringing and Implementing Technological Change in an Organisation

Research Aim: This research will focus on how managers implement technological change in their organisations. Change management is challenging as not all employees are open to accepting change. This research will focus on various ways through which managers successfully implement technological change in their companies.

Topic 9: An Analysis of Organisational Change Management: Why Employees Resist Change?

Research Aim: This research will focus on why employees resist change in organisations, i.e., why employees dislike change. Different causes and factors will be discussed in this study, and the research will conclude why employees do not wholeheartedly accept the change.

Knowledge Management Dissertation Topics

The importance of knowledge management for organisations can’t be understated because this aspect of management enhances the workforce’s capabilities and overall productivity. It leads to a competitive advantage and provides the basis for differentiating an organisation from its competitors. Some interesting dissertation topics under this field are;

Topic 1: Examining the Impact of Enterprise Social Networking Systems (ESNS) on Knowledge Management and Organisational Learning

Research Aim: The research will investigate the effect of ESNS on knowledge management processes and organisational learning. The research will use knowledge creation and sharing to play the mediating role in analysing the proposed relationship. The proposed study will use empirical research methods.

Topic 2: A Review of Knowledge Management Research

Research Aim: The research paper will use a systematic literature review technique for the proposed study. The research will review the last twenty years of knowledge management literature to assess the presence of bias in explaining knowledge integration over research by exploring knowledge differentiation processes.

Topic 3: The Impact of the Internet of Things (IoT) on Innovation and Knowledge Management Capacity

Research Aim: The purpose of this research will be to investigate the plausible relationship between knowledge management systems, open innovation, knowledge management capacity, and innovation capacity in firms. The research will be conducted using empirical techniques to draw reliable conclusions.

Topic 4: The Impact of Strategic Knowledge Management on MNC and their Subsidiaries Performance

Research Aim: The research will develop a model to test the possibility of a relationship between strategic knowledge management (SKM) processes and organisation performance compared between multinational companies and their subsidiaries. The research will also analyse the impact of relational context on knowledge creation and transfer.

Topic 5: Analyzing the Relationship between Knowledge Management Practices and Knowledge Worker Performance - The Mediating Role of Organisational Commitment

Research Aim: The study will analyse the role of knowledge management practices to address the issues of insufficient organisational commitment and knowledge workers’ performance in the UK’s public sectors. The proposed study will use quantitative research techniques to fulfil its aim and objectives.

Topic 6: The Relationship between Knowledge Management Processes and Sustainable Competitive Advantage in Private Business Schools in the UK

Research Aim: The proposed research will explore the impact of knowledge management processes on sustainable completive advantages by using knowledge-based view (KBV) and resource-based view (RBV) as mediators in the relationship. The research will be conducted using quantitative techniques of data collection (i.e. questionnaire) and analysis (i.e. structural equation modelling).

Topic 7: The Impact of Strategic Knowledge Management on Manufacturing Firm’s Performance

Research Aim: The purpose of the study will be to empirically investigate the relationship between the availability and use of IT solutions for strategic knowledge management and a manufacturing firm’s performance, which will be measured in unit production. The research will use the resource-based view and the knowledge-based theory to develop a conceptual framework to analyze this relationship’s effect.

Topic 8: Evaluating how Knowledge Management Impacts Company Performance: A Case Study of Sainsbury

Research Aim: This research will discuss the basic concepts of knowledge management. The study will also discuss the impact knowledge management has on a company’s performance, i.e. how it helps companies achieve their goals. The main focus of this research work will be on Sainsbury’s knowledge management framework.

Topic 9: Knowledge Management as a Core Competency? Evaluating the Application and Benefits of Knowledge Management

Research Aim: This research will uncover how companies utilise knowledge management as their core competency and how it benefits their business operations. This study’s main focus will be on applying the various concepts of knowledge management and their implication for businesses.

Topic 10: Exploring the Managerial Concerns and Issues in Knowledge Management and Their Impact on Organisations

Research Aim: This research will explore the managerial concerns and issues related to knowledge management. The study will also focus on assessing the impact of these issues on businesses and how they can influence day-to-day operations. This will be an evidence-based study where evidence from different companies and various situations will be evaluated.

Leadership and Management Information System Dissertation Topics

Leadership drives the organisational agenda and is regarded as one of the most influential factors in streamlining organisations’ processes. Good leadership results in better performance of any organisation because it gives direction to the business activities under the market conditions and requirements.

Similarly, management information systems are pivotal to any organisation’s success and successfully implementing them can benefit the organisation in many ways. Following are some dissertation topics under the subject of leadership and management information systems;

Topic 1: The Role of Information Systems (IS) in Enterprise Architecture and its Impact on Business Performance

Research Aim: This study will examine the relationship between IS Enterprise Architecture and business performance using technical alignment and IS capabilities mediators. This research will be conducted using quantitative techniques to fulfil its aim.

Topic 2: Exploring The Relationship between Ethical Leadership and Employee Knowledge Sharing

Research Aim: This research will use social learning theories and self-determination to investigate the relationship between ethical learning and employee knowledge sharing. The study will be conducted using empirical research techniques.

Topic 3: Analysing the Impact of Relationship Leadership and Social Alignment on Information Security Systems Effectiveness in Private Organisations

Research Aim: This research will use social capital theory as its theoretical foundation to explore the impact of relational leadership on social alignment between business and IT executives. The relational model will study the factors of integrated knowledge, information security system effectiveness, and organisational performance. This research will use empirical techniques.

Topic 4: Examining the Relationship between Operating Room (OR) Leadership and Operating Staff Performance

Research Aim: This research will analyse the relationship between Operating Room leadership and operating staff performance. This will be done using emotional intelligence and collaboration variables to assess staff performance, using recovery numbers. The relationship will also be examined through the mediating role of leadership principles. The data will be collected and assessed using quantitative research techniques.

Topic 5: The Role of Transformational Leadership as a Mediating Variable in the DeLone and McLean Information Success Model.

Research Aim: The research will use the DeLone and McLean Information Success Model to analyse if productivity software implemented in an organisation can improve its performance. However, the research will also evaluate the model and propose modifications to include transformational leadership as a mediating factor in the information success model. The research will be quantitative in nature.

Topic 6: Assessing the Role of Leadership in an Organisation to Help Adopt Advanced Technological Systems

Research Aim: This research will assess the role of leadership in an organisation to help companies realise the importance of innovative, technologically advanced systems. Many companies today are still naive to the ever more important role of technology. Thus this research will aim to help companies adopt innovative technological systems through leadership. The research will be evidence-based in nature.

Topic 7: Evaluating How Changing Business Leadership Impacts Technological Organisational Performance

Research Aim: Changing leadership in organisations can prove a disaster if not handled properly. The transition process is extremely challenging, and companies should have the capability to handle this phase. This research will explore how their decision to change leadership impacts technological and organisational performance and how to optimise the process. This research will be quantitative in nature.

Topic 8: Can Information Systems in Organisations Be Considered a Competitive Advantage?

Research Aim: Information systems, if implemented successfully, benefit organisations immensely. The impact that an information system has and its results help companies stay ahead of their competitors. This research will assess how companies can turn their information systems into a competitive advantage, and most importantly, whether they or not information systems should be considered a competitive advantage.

Topic 9: Understanding the Leadership Challenges of Implementing and Managing an Advanced Information System in an Organisation

Research Aim: This research will help explain the challenges that managers and the entire leadership of an organisation face when implementing an advanced information system. Bringing a change in a company is challenging, and throw in a technology to implement, the process becomes even more challenging. This study will explore in detail all related challenges through quantitative research.

Topic 10: Do all Business Processes in an Organisation need Information System Management?

Research Aim: It is often argued that not all business processes require information systems. However, when talking about today’s world and the technological advancements taking place, it is recommended that business processes in organisations adopt the technology. This research will be a comparative analysis of whether companies are successful and profitable with information systems or without them.

Order a Proposal

Worried about your dissertation proposal? Not sure where to start?

Choose any deadline
Plagiarism free
Unlimited free amendments
Free anti-plagiarism report
Completed to match exact requirements

Organisational Culture and International Business Dissertation Topics

Organisational culture shapes the work ethics and helps in defining the professional image of organisations. Organisational culture plays a huge role in international business.

Organisations that adopt the country’s culture they are operating in are known to run their operations more successfully. The following topics are related to organisational culture and international business and help students choose an appropriate topic according to their interests.

Topic 1: The Impact of Organisational Culture of Collaborative Networks Influence on IT Governance Performance in Large Enterprises

Research Aim: This research will explore the influence of collaborative networks’ organisational culture on IT governance performance. The study will use a case study to analyse multinationals as they have a wide working network. The purpose of the research will be to determine whether or not organisational culture helps businesses effectively use IT in business operations. The research will be conducted using mixed methods research.

Topic 2: Analysing the Relationship between Supervisor’s Job insecurity and Subordinates’ Work Engagement

Research Aim: The purpose of this research is two-fold. The research will analyse the relationship between the supervisor’s job insecurity and subordinates’ work engagement using a mediator and a moderator. The research will first examine the mediating role of subordinate’s pro-social voice between supervisor job insecurity and subordinates’ work engagement. Next, the research will examine the moderating role of organisational culture between the supervisor’s job insecurity and sub-ordinates pro-social voice. The research will be conducted through quantitative techniques.

Topic 3: Analysing the Impact of Individual Perception of Organisational Culture on the Learning Transfer Environment

Research Aim: The research will be conducted empirically to assess the relationship between culture (as perceived by employees) and the work environment based learning factors (i.e. learning transfer environment [LTE]) in the organisation). LTE is measured using feedback and coaching factors that received resistance or openness to chance, personal outcomes, and supervisor and peer support.

Topic 4: The Role of Organisational Culture on the Development of Psychological Distress in the Workplace

Research Aim: The purpose of the study will be to analyse how organisational culture may cause the symptoms of psychological distress in the workforce. The study will use corporate culture and work organisation conditions as base factors to relate them to employees’ psychological distress. The research will be conducted using quantitative research techniques.

Topic 5: Analysing the Role of Leadership and Organisational Culture

Research Aim: The research will examine the relationship between organisational culture, leadership and employee outcomes. The paper will focus on the mediator of leadership processes and their impact on the relationship between culture and employee outcomes. The study will be conducted using quantitative research techniques.

Topic 6: The Role and Relationships among Strategic Orientations, Cultural Intelligence, International Diversification and Performance of Organisations

Research Aim: The research will aim to understand the drivers of the international expansion of globalised firms. The research will explore the relationship between strategic orientations and cultural intelligence as drivers and international diversification and firm performance. Strategic orientations used in the study include international market orientation (IMO) and entrepreneurial orientation (IEO). The study will be conducted using quantitative research techniques.

Topic 7: Dynamics of Corruption Culture Distance to Core Values

Research Aim: The research will examine how corporate bribery is impacted by cultural distance between multinational enterprises (MNEs) in their home and host countries. The research will also analyse the organisational distance to core value between MNE’s entry into the host country and its headquarters. The research will use empirical data collection and analysis techniques.

Topic 8: Examining Organisational Export Performance by International Business Competencies

Research Aim: The study aims to explore the relationship between international business competencies and export performance. The research will also analyse export performance by singular analysis or combined analysis of the competencies. The research will be conducted using empirical data.

Topic 9: Does Organisational Culture Influence the Leadership Type that a Company Should Adopt?

Research Aim: This research will argue whether companies should hire leaders concerning their culture or not. Organisational culture and leadership are interconnected. Thus companies that do not operate according to their culture struggle to grow exponentially. This research will aim to focus on the possible relationship between leadership and organisational culture. The research will be evidence-based.

Topic 10: Organisational Culture and International Business Competition: Are they Interrelated?

Research Aim: Organisational culture plays a huge role in making a company competitive internationally. When a business’s culture is motivating to all employees and identifies the right culture for its employees, there is every likelihood of rapid growth for both the company and the employees. The research will explore how the two concepts are interrelated.

Important Notes:

As a management student looking to get good grades, it is essential to develop new ideas and experiment with existing management theories – i.e., to add value and interest to your research topic.

The management field is vast and interrelated to many other academic disciplines like operations management , business , business administration , MBA , human resource management and more. That is why creating a management dissertation topic that is particular, sound, and actually solves a practical problem that may be rampant in the field is imperative.

We can’t stress how important it is to develop a logical research topic based on your entire research. There are several significant downfalls to getting your topic wrong; your supervisor may not be interested in working on it, the topic has no academic creditability, the research may not make logical sense, there is a possibility that the study is not viable.

This impacts your time and efforts in writing your dissertation , as you may end up in the cycle of rejection at the initial stage of the dissertation. That is why we recommend reviewing existing research to develop a topic, taking advice from your supervisor, and even asking for help in this particular stage of your dissertation.

Keeping our advice in mind while developing a research topic will allow you to pick one of the best management dissertation topics that fulfil your requirement of writing a research paper and adds to the body of knowledge.

Therefore, it is recommended that when finalizing your dissertation topic, you read recently published literature to identify gaps in the research that you may help fill.

Remember- dissertation topics need to be unique, solve an identified problem, be logical, and be practically implemented. Please look at some of our sample management dissertation topics to get an idea for your own dissertation.

How to Structure your Management Dissertation

A well-structured dissertation can help students to achieve a high overall academic grade.

A Title Page
Acknowledgements
Declaration
Abstract: A summary of the research completed
Table of Contents
Introduction : This chapter includes the project rationale, research background, key research aims and objectives, and the research problems. An outline of the structure of a dissertation can also be added to this chapter.
Literature Review : This chapter presents relevant theories and frameworks by analysing published and unpublished literature on the chosen research topic to address research questions . The purpose is to highlight and discuss the selected research area’s relative weaknesses and strengths while identifying research gaps. Break down the topic and key terms that can positively impact your dissertation and your tutor.
Methodology : The data collection and analysis methods and techniques employed by the researcher are presented in the Methodology chapter, which usually includes research design , research philosophy, research limitations, code of conduct, ethical consideration, data collection methods, and data analysis strategy .
Findings and Analysis : Findings of the research are analysed in detail under the Findings and Analysis chapter. All key findings/results are outlined in this chapter without interpreting the data or drawing any conclusions. It can be useful to include graphs, charts, and tables in this chapter to identify meaningful trends and relationships.
Discussion and Conclusion : The researcher presents his interpretation of results in this chapter and states whether the research hypothesis has been verified or not. An essential aspect of this section is establishing the link between the results and evidence from the literature. Recommendations with regards to implications of the findings and directions for the future may also be provided. Finally, a summary of the overall research, along with final judgments, opinions, and comments, must be included in the form of suggestions for improvement.
References : Make sure to complete this by your University’s requirements
Bibliography
Appendices : Any additional information, diagrams, and graphs used to complete the dissertation but not part of the dissertation should be included in the Appendices chapter. Essentially, the purpose is to expand the information/data.

About ResearchProspect Ltd

ResearchProspect is a UK based academic writing service that provides help with Dissertation Proposal Writing , PhD. Proposal Writing , Dissertation Writing , Dissertation Editing, and Improvement .

For further assistance with your dissertation, take a look at our full dissertation writing service .

Our team of writers is highly qualified. They are experts in their respective fields. They have been working for us for a long time. Thus, they are well aware of the issues and the trends of the subject they specialize in.

Free Dissertation Topic

Phone Number

Academic Level Select Academic Level Undergraduate Graduate PHD

Academic Subject

Area of Research

Review Our Best Dissertation Topics complete list.

Frequently Asked Questions

How to find dissertation topics about management.

To find management dissertation topics:

Research recent management challenges.
Explore industry trends and innovations.
Analyze organizational behavior or strategies.
Examine cross-cultural management issues.
Investigate sustainability and ethics.
Consult academic journals and experts.

Dissertation Writing Tools

1. Complete Dissertation Writing Guide - eBook
2. Dissertation Templates Pack
3. Research Methodology Handbook
4. Academic Writing Checklist
5. Citation Style Guide
6. Time Management for Dissertation Writing
7. Literature Review Toolkit
8. Grammar and Style Guide
9. Dissertation Proposal Template
10.Five Pre-written Full Dissertation Papers

strategic management research paper topics

101 Strategic Management Dissertation Topics Ideas

Strategic Management Dissertation Topics A strategic management research proposal covers the areas that the top management of every organization utilizes to enhance the overall performance and productivity of the organization. In addition to the processes, the environment in which the processes are performed is also quite critical. That is why it is also studied extensively […]

Strategic Management Dissertation Topics

A strategic management research proposal covers the areas that the top management of every organization utilizes to enhance the overall performance and productivity of the organization. In addition to the processes, the environment in which the processes are performed is also quite critical. That is why it is also studied extensively in the research domain. These are the best-selected Strategic Management Dissertation Topics. Check out our other related posts for management dissertation topics , hospitality management , leadership management , and marketing management .

Best Strategic Management Dissertation Topics ideas for college students

Strategic management dissertation topics have been enlisted below in the form of different interesting and extensive research questions:

Exploring the Impact of Digital Transformation on Strategic Decision Making in Global Enterprises
Strategic Alliance Formation: A Comparative Analysis of Success Factors Across Industries
The Role of Dynamic Capabilities in Sustaining Competitive Advantage: A Case Study Approach
Strategic Human Resource Management: Aligning HR Practices with Organizational Strategy for Enhanced Performance
Corporate Governance Mechanisms and Strategic Management: A Systematic Review of Their Interplay
Strategic Leadership Styles and Organizational Performance: A Meta-Analysis of Empirical Studies
Innovation Strategy and Firm Performance: Examining the Mediating Role of Knowledge Management
Strategic Change Management in the Era of Disruptive Technologies: Challenges and Opportunities
Corporate Social Responsibility as a Strategic Tool for Sustainable Competitive Advantage
Strategic Marketing Management: Leveraging Consumer Insights for Market Leadership”
Strategic Alliances in Emerging Markets: Opportunities, Risks, and Performance Outcomes
Entrepreneurial Orientation and Strategic Management: Exploring the Nexus in SMEs
Strategic Outsourcing: Determinants of Success and Failure in Global Supply Chains
Strategic Risk Management: Integrating Risk into Strategic Decision-Making Processes
Strategic Management of Mergers and Acquisitions: Lessons from Successful and Failed Cases
Strategic Flexibility: Antecedents, Processes, and Performance Implications
Strategic Innovation Management: Navigating the Path from Idea Generation to Market Success
Strategic Diversification Strategies: A Comparative Analysis of Single-Business vs. Multi-Business Models
Strategic Customer Relationship Management: Building and Sustaining Customer Loyalty
Strategic Pricing Strategies: Maximizing Profitability in Dynamic Markets
Strategic Supply Chain Management: Balancing Efficiency and Resilience in Global Networks
Strategic Brand Management: Creating and Sustaining Brand Equity in Competitive Markets
Strategic International Expansion: Entry Modes, Location Choices, and Performance Outcomes
Analyzing the Impact of Digital Transformation on Strategic Management
Strategic Decision-Making in Times of Uncertainty: A Case Study Approach
Exploring the Role of Innovation in Shaping Strategic Management Practices
Corporate Social Responsibility as a Strategic Imperative: A Critical Analysis
Aligning Organizational Culture with Strategic Goals for Sustainable Success
Strategic Management in Family-Owned Businesses: Challenges and Opportunities
The Influence of Globalization on Strategic Planning in Multinational Corporations
Strategic Leadership Styles and their Impact on Organizational Performance
Strategic Management in the Era of Artificial Intelligence: Opportunities and Risks
Examining the Relationship between Strategic Alliances and Competitive Advantage
Strategic Human Resource Management: Integrating People into Organizational Strategy
The Role of Big Data Analytics in Enhancing Strategic Decision-Making
Strategies for Managing Organizational Change: A Comparative Analysis
Strategic Management in Non-Profit Organizations: Navigating Challenges
The Impact of Environmental Sustainability on Corporate Strategic Planning
Strategic Management in the Healthcare Industry: Trends and Challenges
Evaluating the Effectiveness of Mergers and Acquisitions in Achieving Strategic Objectives
Strategic Marketing Management: Creating a Competitive Edge
Digital Marketing Strategies for Enhancing Organizational Performance
The Role of Leadership in Crafting and Executing Effective Strategies
The impact of corporate culture on strategic management
The role of leadership in strategic decision making
Strategic planning in small and medium-sized enterprises
The influence of stakeholder expectations on strategy formulation
An analysis of strategic management practices in the healthcare industry
The relationship between strategic planning and organizational performance
Exploring the relationship between corporate social responsibility and strategic management
The impact of technology on strategic management in the digital age
The role of strategic human resource management in achieving organizational goals
An analysis of the use of scenario planning in strategic management.
Hybrid organizations and strategic management: a descriptive analysis.
Investigating benchmarking as a useful tool in the field of strategic management: a quantitative study.
Relationship between strategic management and public leadership.
Action-oriented strategic management: focus on potential challenges and interventions.
Effects of strategic management on the domain of tourism: a systematic analysis.
The role played by decision support systems in the field of strategic management: an inquiry.
Strategic management: focus on current trends, challenges, and opportunities.
Relationship between marketing and strategic management: a qualitative analysis.
Strategic management in the domains of tourism and hospitality: a review of empirical evidence.
Effective strategic management: focus on success factors and practices.
Global strategic management: a review of the literature.
A historical analysis of strategic management concepts in the area of business: a qualitative analysis.
Studying the effects of strategic management on the economic development domain.
The role played by leadership in the domain of strategic management: a systematic analysis.
Integration of the perspective of crisis management into the domain of strategic management: a descriptive approach.
Investigating the strategic management process, scenarios, and crises: a review of empirical evidence.
The role played by the strategic management process at the public planning unit level.
Strategic management process and EIS support: a correlational analysis.
The role played by applied decision analysis in the field of the strategic management process.
Strategic management process and its benefits in the domain of tourism management: a review of the literature.
Role of financial versus non-financial information in the strategic management process.
Purchasing and strategic management: a review of empirical evidence.
Measuring the attributes of strategic management: a quantitative approach.
Corporate entrepreneurship and strategic management: a correlational analysis.
Studying the effects of globalization and competitiveness on strategic management process: an inquiry.
The role played by strategic management in the operations of non-profit organizations in X country.
Understanding a stakeholder approach towards strategic management processes: a descriptive analysis.
Importance of the pre-planning phase of strategic management process: an inquiry.
Investigating the relationship between economic and strategic management.
Comparative analysis of strategic management in public versus private organizations in X country.
Studying scenario analysis as a useful tool in the strategic management process: a quantitative study.
Strategic management or business policy? A competitive analysis.
The role played by the relationship between the public and the organization in the strategic management domain.
Studying the impacts of organizational publicness on strategic management.
Strategic management of technology: a review of empirical evidence .
Strategic Supply Chain Management: Enhancing Efficiency and Resilience
Measuring the Success of Strategic Management Initiatives: Key Performance Indicators
Strategic Management in the Era of E-commerce: Lessons from Successful Startups
Balancing Risk and Reward: A Strategic Approach to Risk Management
The Impact of Political and Economic Factors on Strategic Decision-Making
Strategic Management in the Hospitality Industry: Adapting to Changing Trends
Strategies for Fostering Innovation in Large Corporations
Strategic Management in Emerging Markets: Challenges and Opportunities
The Role of Leadership in Fostering a Culture of Innovation
Strategic Planning for Crisis Management: Lessons from Global Events
Technology Integration in Strategic Management: A Framework for Success
Strategic Management in the Age of Disruption: Navigating Uncharted Waters
Ethical Considerations in Strategic Decision-Making: A Framework for Analysis
Strategic Management in the Retail Sector: Adapting to Changing Consumer Behavior
The Role of Emotional Intelligence in Strategic Leadership
Strategic Management in the Digital Age: Leveraging Technology for Growth
Strategic Management in Small and Medium Enterprises (SMEs): Challenges and Solutions
Innovative Strategies for Managing Cultural Diversity in Global Organizations
Strategic Management in Government: Balancing Public Service and Efficiency
The Future of Strategic Management: Trends and Predictions for 2023

Above is the list of best Strategic Management Dissertation Topics. Fill out the form below and get dissertation topics mini proposal service from experts.

Paid Topic Mini Proposal (500 Words)

You will get the topics first and then the mini proposal which includes:

An explanation why we choose this topic.
2-3 research questions.
Key literature resources identification.
Suitable methodology including raw sample size and data collection method
View a Sample of Service

Note: After submiting your order please must check your email [inbox/spam] folders for order confirmation and login details.If email goes in spam please mark not as spam to avoid any communication gap between us.

Get An Expert Dissertation Writing Help To Achieve Good Grades

By placing an order with us, you can get;

Writer consultation before payment to ensure your work is in safe hands.
Free topic if you don't have one
Draft submissions to check the quality of the work as per supervisor's feedback
Free revisions
Complete privacy
Plagiarism Free work
Guaranteed 2:1 (With help of your supervisor's feedback)
2 Instalments plan
Special discounts

Diversity & Inclusion

Big ideas Research Projects
Artificial Intelligence and Business Strategy
Responsible AI
Future of the Workforce
Future of Leadership
All Research Projects
AI in Action
Most Popular
The Truth Behind the Nursing Crisis
Work/23: The Big Shift
Coaching for the Future-Forward Leader
Measuring Culture

The spring 2024 issue’s special report looks at how to take advantage of market opportunities in the digital space, and provides advice on building culture and friendships at work; maximizing the benefits of LLMs, corporate venture capital initiatives, and innovation contests; and scaling automation and digital health platform.

Past Issues
Upcoming Events
Video Archive
Me, Myself, and AI
Three Big Points

Why Territorial Managers Stifle Innovation — and What to Do About It

Insecure managers who feel threatened by subordinates who have innovative ideas need incentives to change their behavior.

Vijaya Venkataramani, Rellie Derfler-Rozin, Xin Liu, and Jih-Yu Mao

Kimberly Merriman

Latest insights from mit smr, innovation strategy, vijaya venkataramani et al., data & data culture, how lufthansa shapes data-driven transformation leaders, christian haude et al., talent management, the politics of place and what it means for talent strategy, supply chains & logistics, a tale of two hot sauces: spicing up diversification, achal bassamboo and james g. conley, corporate social responsibility, creating values-driven business value, daniel aronson and abbie lundberg, organizational transformation, how at&t employees turned process gripes into $230 million saved, jeremy legg, strategy forum, expert weigh in on key strategy topics, executing strategy, will a noncompete ban impact innovation beyond tech hubs, mit smr strategy forum, should companies refrain from making political statements, sustainability, will short-term financial pressures complicate the transition to sustainable business models, platforms & ecosystems, have uber and netflix lost their first-mover advantage, ai & machine learning, will generative ai create a new era of search competition, will salary transparency laws change employee compensation, does ai help reduce wasteful holiday gifting, social media, what do strategy experts think of elon musk’s twitter blue policy, should dei efforts be expected to have a financial return, new product development, is tesla’s era of dominance coming to an end what experts say, skills & learning, will online degrees threaten the traditional mba what experts say, is starbucks’s wage increase a shortsighted strategy what experts say, more strategy insights from mit smr.

Why You Should Give Employees Skin in the Game

Chairman and CEO Vicente Reynal explains why Ingersoll Rand extended equity ownership to all of its employees.

Vicente Reynal, interviewed by MIT Sloan Management Review

Global Strategy

Reality check: deglobalization.

There’s a widespread belief that U.S. companies are increasingly choosing to deglobalize. But is that really happening?

Omri Nahmias

The Future of Strategic Measurement: Enhancing KPIs With AI

Smart organizations need smarter KPIs. This report outlines how leaders can create and capture value from smart KPIs.

Michael Schrage et al.

Firing the Right Customers Is Good Business

Use evidence-based criteria to decide when to drop unprofitable customers in order to better serve your profitable ones.

Carsten Pedersen and Thomas Ritter

Preparing Your Organization for a Generative Future

This webinar from MIT SMR offers guidance to help business leaders thoughtfully plan a generative AI implementation.

George Westerman et al.

Finding Transformation Opportunities With Generative AI

This webinar from MIT SMR explores key areas in which generative AI could transform existing ways of doing business.

Generative AI Demystified: What It Really Means for Business

This webinar from MIT SMR covers the basics of generative AI and explores business use cases for the emerging technology.

Security & Privacy

Adding cybersecurity expertise to your board.

Regulators want better cybersecurity oversight by corporate boards. Here’s how to find a qualified expert director.

Chon Abraham et al.

Business Models

Are everywhere stores the new face of retail.

Brands and retailers should be thinking more expansively about where they engage with customers to sell their products.

David R. Bell et al.

Get Ready for More Transparent Sustainability Reporting

Mandatory sustainability reporting will help companies show investors how they intend to manage risk and create value.

Richard Barker

Lufthansa defined six different roles for effective data leaders and shaped a development program to bring those roles to life. Christian Haude, Ivo Blohm, and Xavier Lagardère April 18, 2024 How Lufthansa Shapes Data-Driven Transformation Leaders

SUGGESTED TOPICS
The Magazine
Newsletters
Managing Yourself
Managing Teams
Work-life Balance
The Big Idea
Data & Visuals
Reading Lists
Case Selections
HBR Learning
Topic Feeds
Account Settings
Email Preferences

A review of strategic management research on India

Published: 28 April 2022
Volume 40 , pages 1341–1392, ( 2023 )

Cite this article

Anil Nair ORCID: orcid.org/0000-0001-6033-8095 1 ,
Mehdi Sharifi Khobdeh 2 ,
Aydin Oksoy 3 ,
Orhun Guldiken 4 &
Chris H. Willis 1

1123 Accesses

3 Citations

Explore all metrics

In 1991 India embarked on far-reaching economic, financial and regulatory reforms, which led to not only a surge in economic growth, but also spurred scholarly interest in Indian firms, their strategies, and their business environment. As it has been almost three decades since the reforms were initiated, we believe that it is an appropriate time to take stock of the research on strategic management in the Indian setting. Our scoping review finds three dominant themes in extant research: impact of environment (specifically liberalization) on firms, strategies of firms, and the different ownership structures of firms. We discuss the key findings within these domains and identify the theories and methods that scholars have used to address their research questions. We assert that the unique Indian context — a mix of public and private economy operating within a democratic system — provides a rich environment for not only testing existing theories in strategic management but also generating new theories. We conclude by identifying several important areas of research and urging strategy scholars to engage with the opportunities offered by the evolving Indian business environment.

This is a preview of subscription content, log in via an institution to check access.

Access this article

Price includes VAT (Russian Federation)

Instant access to the full article PDF.

Rent this article via DeepDyve

Institutional subscriptions

Institutional Approach to Strategic Management

Navigating cross-border institutional complexity: A review and assessment of multinational nonmarket strategy research

Managing the MNE subsidiary: Advancing a multi-level and dynamic research agenda

Scoping reviews summarize the extant literature on a particular topic in order to investigate the extent and nature of research activities or to identify research gaps in the literature (Paré et al., 2015 ). These types of review studies focus more on the breadth of coverage of the literature than the depth of coverage.

Appendix 1 offers a brief narrative of India’s economic history and business environment to provide the context in which Indian firms and their strategies have evolved.

Use of the * character in ABI search produces all variants of relevant words such as strategy, strategies, strategic. We also searched the Web of Science and EBSCO databases to ensure that we did not miss any relevant peer-reviewed papers on Indian strategic management.

Our final search was performed on 10/31/2021.

The selection process for the table is based on citation rates (Podsakoff et al., 2008 ). We avoid the citation bias identified by Steel et al. ( 2021 ) by following Aguinis et al. ( 2011 ) coding citations per year. This allowed us to identify the impactful strategic management articles conducted in the context of India. We calculated the average cites per year per article following Judge et al. ( 2022 ) and included the articles that have above average cites per year from the total identified sample. Because of the time delay between release for new articles and resulting citations, we also include several of the more recent publications.

This was the latest edition of the yearbook that reported the total number of cooperatives.

Carr, Tagore & Company, the first managing agency company, was set-up in 1834 by Dwarkanath Tagore in Calcutta (Goswami, 2016 ).

One of the oldest surviving company in India was founded by one such immigrant, Thomas Parry, in 1839 (Menon, 2016 ).

Meyer, K. E. (2006). Asian management research needs more self-confidence. Asia Pacific Journal of Management, 23 (2), 119–137.

Article Google Scholar

Adbi, A., Chatterjee, C., Drev, M., & Mishra, A. (2019). When the big one came: A natural experiment on demand shock and market structure in India’s influenza vaccine markets. Production and Operations Management, 28 (4), 810–832.

Adbi, A., Bhaskarabhatla, A., & Chatterjee, C. (2020). Stakeholder orientation and market impact: Evidence from India. Journal of Business Ethics, 161 (2), 479–496.

Agarwal, N., & Brem, A. (2012). Frugal and reverse innovation-literature overview and case study insights from a German MNC in India and China. In Engineering, Technology and Innovation (ICE), 2012 18th International ICE Conference on (pp. 1–11).

Aguinis, H., Dalton, D., Bosco, F., Pierce, C., & Dalton, C. (2011). Meta-analytic choices and judgment calls: Implications for theory building and testing, obtained effect sizes, and scholarly impact. Journal of Management, 37 (1), 5–38.

Ahlstrom, D. (2010). Innovation and growth: How business contributes to society. Academy of Management Perspectives, 24 (3), 11–24.

Google Scholar

Ahlstrom, D., Young, M. N., Chan, E. S., & Bruton, G. D. (2004). Facing constraints to growth? Overseas Chinese entrepreneurs and traditional business practices in East Asia. Asia Pacific Journal of Management, 21 (3), 263–285.

Ahluwalia, M. S. (2002). Economic reforms in India since 1991: Has gradualism worked? Journal of Economic Perspectives, 16 (3), 67–88.

Amighini, A. A., Rabellotti, R., & Sanfilippo, M. (2013). Do Chinese state-owned and private enterprises differ in their internationalization strategies? China Economic Review, 27 , 312–325.

Ayyagari, M., Dau, L. A., & Spencer, J. (2015). Strategic responses to FDI in emerging markets: Are core members more responsive than peripheral members of business groups? Academy of Management Journal, 58 (6), 1869–1894.

Bajpai, N. (2002). A decade of economic reforms in India: the unfinished agenda. Metamorphosis, 1 (2), 125–154.

Bajwa, N. U. H., & König, C. J. (2017). On the lacking visibility of management research from non-Western countries: The influence of Indian researchers’ social identity on their publication strategy. Management Research Review, 40 (5), 538–555.

Banga, R. (2006). The export-diversifying impact of Japanese and US foreign direct investments in the Indian manufacturing sector. Journal of International Business Studies, 37 (4), 558–568.

Bapat, D., & Mazumdar, D. (2015). Assessment of business strategy: Implication for Indian banks. Journal of Strategy and Management, 8 (4), 306–325.

Bardhan, P. (2006). Resistance to economic reforms in India . Yale Global Online. Yale University.

Barney, J. (1991). Firm resources and sustained competitive advantage. Journal of Management, 17 (1), 99–120.

Basu, P. (2009). Villages, women, and the success of dairy cooperatives in India: Making place for rural development . Cambria Press.

Behera, S. (2002). India’s encounter with the Silk Road. Economic and Political Weekly, 37 (51), 5077–5080.

Benischke, M. H., Guldiken, O., Doh, J. P., Martin, G., & Zhang, Y. (2022). Towards a behavioral theory of MNC response to political risk and uncertainty: The role of CEO wealth at risk. Journal of World Business, 57 (1), 101265. https://doi.org/10.1016/j.jwb.2021.101265

Benmamoun, M., Singh, N., Lehnert, K., & Lee, S. B. (2019). Internationalization of e-commerce corporations (ECCs): Advanced vs emerging markets ECCs. Multinational Business Review .

Bertoldi, B., Giachino, C., & Marenco, S. (2012). Bringing gourmet coffee to India: Lessons of an Italian firm in an emerging market. The Journal of Business Strategy, 33 (5), 32–43.

Bharti, N. (2018). Evolution of agriculture finance in India: A historical perspective. Agricultural Finance Review, 78 (3), 376–392.

Bhatia, A., & Thakur, A. (2018). Corporate diversification and firm performance: An empirical investigation of causality. International Journal of Organizational Analysis, 26 (2), 202–225.

Aundhe, M. D., & Mathew, S. K. (2009). Risks in offshore IT outsourcing: A service provider perspective. European Management Journal, 27 (6), 418–428.

Bhaumik, S. K., & Driffield, N. (2011). Direction of outward FDI of EMNEs: Evidence from the Indian pharmaceutical sector. Thunderbird International Business Review, 53 (5), 615–628.

Bhaumik, S. K., Driffield, N., & Pal, S. (2010). Does ownership structure of emerging-market firms affect their outward FDI? The case of the Indian automotive and pharmaceutical sectors. Journal of International Business Studies, 41 (3), 437–450.

Boddewyn, J. J. (1988). Political aspects of MNE theory. Journal of International Business Studies, 19 (3), 341–363.

Bruton, G. D., & Lau, C. M. (2008). Asian management research: Status today and future outlook. Journal of Management Studies, 45 (3), 636–659.

Bruton, G. D., Peng, M. W., Ahlstrom, D., Stan, C., & Xu, K. (2015). State-owned enterprises around the world as hybrid organizations. Academy of Management Perspectives, 29 (1), 92–114.

Bruton, G. D., Ahlstrom, D., & Chen, J. (2021). China has emerged as an aspirant economy. Asia Pacific Journal of Management, 38 (1), 1–15.

Buckley, P. J., & Casson, M. (2016). The Future of the Multinational Enterprise . Springer.

Buckley, P. J., & Munjal, S. (2017). The role of local context in the cross-border acquisitions by emerging economy multinational enterprises. British Journal of Management, 28 (3), 372–389.

Buckley, P. J., Munjal, S., Enderwick, P., & Forsans, N. (2016). Do foreign resources assist or impede internationalisation? Evidence from internationalisation of Indian multinational enterprises. International Business Review, 25 (1), 130–140.

Buckley, P. J., Forsans, N. & Munjal, S. (2009). Foreign acquisitions by Indian multinational enterprises: A test of the eclectic paradigm. 35 th European International Business Academy Annual Conference (EIBA) , Valencia, Spain.

Chacar, A., & Vissa, B. (2005). Are emerging economies less efficient? Performance persistence and the impact of business group affiliation. Strategic Management Journal, 26 (10), 933–946.

Chari, M. D. (2013). Business groups and foreign direct investments by developing country firms: An empirical test in India. Journal of World Business, 48 (3), 349–359.

Chari, M. D., & Banalieva, E. R. (2015). How do pro-market reforms impact firm profitability? The case of India under reform. Journal of World Business, 50 (2), 357–367.

Chari, M. D., & David, P. (2012). Sustaining superior performance in an emerging economy: An empirical test in the Indian context. Strategic Management Journal, 33 (2), 217–229.

Chen, G., Chittoor, R., & Vissa, B. (2015). Modernizing without Westernizing: Social structure and economic action in the Indian financial sector. Academy of Management Journal, 58 (2), 511–537.

Chhibber, A., & Gupta, S. (2018). Public sector undertakings: Bharat’s other ratnas. The International Journal of Public Sector Management, 31 (2), 113–127.

Chittoor, R., Sarkar, M. B., Ray, S., & Aulakh, P. S. (2009). Third-world copycats to emerging multinationals: Institutional changes and organizational transformation in the Indian pharmaceutical industry. Organization Science, 20 (1), 187–205.

Chittoor, R., Aulakh, P. S., & Ray, S. (2015a). What drives overseas acquisitions by Indian firms? A behavioral risk-taking perspective. Management International Review, 55 (2), 255–275.

Chittoor, R., Kale, P., & Puranam, P. (2015b). Business groups in developing capital markets: Towards a complementarity perspective. Strategic Management Journal, 36 (9), 1277–1296.

Choudhury, P., & Khanna, T. (2014). Toward resource independence - why state-owned entities become multinationals: An empirical study of India’s public R&D laboratories. Journal of International Business Studies, 45 (8), 943–960.

Civera, C., de Colle, S., & Casalegno, C. (2019). Stakeholder engagement through empowerment: The case of coffee farmers. Business Ethics, 28 (2), 156–174.

Contractor, F. J. (2013). “Punching above their weight”: The sources of competitive advantage for emerging market multinationals. International Journal of Emerging Markets., 8 (4), 304–328.

Contractor, F. J., Hsu, C. C., & Kundu, S. K. (2005). Explaining export performance: A comparative study of international new ventures in Indian and Taiwanese software industry. Management International Review, 45 (3), 83–110.

Damaraju, N. L., & Makhija, A. K. (2018). The role of social proximity in professional CEO appointments: Evidence from caste/religion-based hiring of CEOs in India. Strategic Management Journal, 39 (7), 2051–2074.

Dandekar, V. M. (1988). Indian economy since independence. Economic and Political Weekly, 41–50.

Das, G. (2002). India unbound: From independence to the global information age . Penguin Books.

Das, M. (2016). Globalization and its positive impact on Indian economy. Available at SSRN 2738054.

Dau, L. A., Morck, R., & Yeung, B. Y. (2021). Business groups and the study of international business: A Coasean synthesis and extension. Journal of International Business Studies, 52 (2), 161–211.

De Beule, F., & Sels, A. (2016). Do innovative emerging market cross-border acquirers create more shareholder value? Evidence from India. International Business Review, 25 (2), 604–617.

Delios, A., Gaur, A. S., & Kamal, S. (2009). International acquisitions and the globalization of firms from India. In Expansion of Trade and FDI in Asia (pp. 72–89). Routledge.

DeLong, J. B. (2003). India since independence: An analytic growth narrative. In D. Rodrik (Ed.), In search of prosperity: Analytic Narratives on Economic Growth (pp. 184–204). Princeton University Press.

Denrell, J., Fang, C., & Winter, S. G. (2003). The economics of strategic opportunity. Strategic Management Journal, 24 (10), 977–990.

Deshpandé, R., Khanna, T. A. R. U. N., & Bijlani, T. (2013). India’s Amul: Keeping up with the times. Harvard Business Review . (October).

Dewan, S. M. (Ed.). (2006). Corporate governance in public sector enterprises . Pearson Education India.

Dewenter, K. L., & Malatesta, P. H. (2001). State-owned and privately owned firms: An empirical analysis of profitability, leverage, and labor intensity. American Economic Review, 91 (1), 320–334.

Dunning, J. H. (2001). The eclectic (OLI) paradigm of international production: Past, present and future. International Journal of the Economics of Business, 8 (2), 173–190.

Elango, B., & Pattnaik, C. (2007). Building capabilities for international operations through networks: A study of Indian firms. Journal of International Business Studies, 38 (4), 541–555.

Elg, U., Ghauri, P. N., Child, J., & Collinson, S. (2017). MNE microfoundations and routines for building a legitimate and sustainable position in emerging markets. Journal of Organizational Behavior, 38 (9), 1320–1337.

Feinberg, S. E., & Majumdar, S. K. (2001). Technology spillovers from foreign direct investment in the Indian pharmaceutical industry. Journal of International Business Studies, 32 (3), 421–437.

Gaur, A. S., & Kumar, V. (2009). International diversification, business group affiliation and firm performance: Empirical evidence from India. British Journal of Management, 20 (2), 172–186.

Gaur, A., & Kumar, M. (2018). A systematic approach to conducting review studies: An assessment of content analysis in 25 years of IB research. Journal of World Business, 53 (2), 280–289.

Gaur, A. S., Kumar, V., & Singh, D. (2014). Institutions, resources, and internationalization of emerging economy firms. Journal of World Business, 49 (1), 12–20.

Gaur, A. S., Chinmay, P., Singh, D., & Lee, J. Y. (2019). Internalization advantage and subsidiary performance: The role of business group affiliation and host country characteristics. Journal of International Business Studies, 50 (8), 1253–1282.

Gautam, R., & Singh, A. (2010). Corporate social responsibility practices in India: A study of top 500 companies. Global Business and Management Research: An International Journal, 2 (1), 41–56.

Ghemawat, P., & Khanna, T. (1998). The nature of diversified business groups: A research design and two case studies. The Journal of Industrial Economics, 46 (1), 35–61.

Ghorpade, J. (1973). Organizational ownership patterns and efficiency: A case study of private and cooperative sugar factories in South India. Academy of Management Journal, 16 (1), 138–148.

Goswami, H. (2016). Opportunities and challenges of digital India programme. International Education and Research Journal, 2 (11), 78–79.

Govindarajan, V., & Ramamurti, R. (2011). Reverse innovation, emerging markets, and global strategy. Global Strategy Journal, 1 (3–4), 191–205.

Goyal, S., Sergi, B. S., & Kapoor, A. (2017). Emerging role of for-profit social enterprises at the base of the pyramid: The case of Selco. Journal of Management Development, 36 (1), 97–108.

Grant, R. M. (2013). Contemporary Strategy Analysis . John Wiley & Sons.

Griffith, D. A., Cavusgil, S. T., & Xu, S. (2008). Emerging themes in international business research. Journal of International Business Studies, 39 (7), 1220–1235.

Gubbi, S. R., Aulakh, P. S., Ray, S., Sarkar, M. B., & Chittoor, R. (2010). Do international acquisitions by emerging-economy firms create shareholder value? The case of Indian firms. Journal of International Business Studies, 41 (3), 397–418.

Gubbi, S. R., Aulakh, P. S., & Ray, S. (2015). International search behavior of business group affiliated firms: Scope of institutional changes and intragroup heterogeneity. Organization Science, 26 (5), 1485–1501.

Gunasekar, S., & Sarkar, J. (2019). Does autonomy matter in state owned enterprises? Evidence from performance contracts in India. Economics of Transition and Institutional Change, 27 (3), 763–800.

Gupta, B., & Khanna, T. (2019). A recombination-based internationalization model: Evidence from Narayana Health’s journey from India to the Cayman Islands. Organization Science, 30 (2), 405–425.

Gupta, A. K., & Wang, H. (2009). Getting China and India right: Strategies for leveraging the world’s fastest growing economies for global advantage . John Wiley & Sons.

Hambrick, D. C. (2007). The field of management’s devotion to theory: Too much of a good thing? Academy of Management Journal, 50 (6), 1346–1352.

Hatten, K. J., & Hatten, M. L. (1987). Strategic groups, asymmetrical mobility barriers and contestability. Strategic Management Journal, 8 (4), 328–342.

Hawk, B. (2015). Law and Commerce in Pre-Industrial Societies . Brill.

Book Google Scholar

Heredia, R. R. (1997). Bilingual memory and hierarchical models: A case for language dominance. Current Directions in Psychological Science, 6 (2), 34–39.

Holmes, R. M., Jr., Hoskisson, R. E., Kim, H., Wan, W. P., & Holcomb, T. R. (2018). International strategy and business groups: A review and future research agenda. Journal of World Business, 53 (2), 134–150.

Hu, W. H., Cui, L., & Aulakh, P. S. (2019). State capitalism and performance persistence of business group-affiliated firms: A comparative study of China and India. Journal of International Business Studies, 50 (2), 193–222.

Iriyama, A., Kishore, R., & Talukdar, D. (2016). Playing dirty or building capability? Corruption and HR training as competitive actions to threats from informal and foreign firm rivals. Strategic Management Journal, 37 (10), 2152–2173.

Jaggi, B. (1979). An analysis of perceived need importance of Indian managers. Management International Review, 19 (1), 107–112.

Jain, H., Budhwar, P., Varma, A., & Ratnam, C. V. (2012). Human resource management in the new economy in India. International Journal of Human Resource Management, 23 (5), 887–891.

Jain, P. K., Gupta, S., & Yadav, S. (2014). Public Sector Enterprises in India: The Impact of Disinvestment and Self Obligation on Financial Performance . Springer India.

Jain, S., Nair, A., & Ahlstrom, D. (2015). Introduction to the Special Issue: Towards a theoretical understanding of innovation and entrepreneurship in India. Asia Pacific Journal of Management, 32 (4), 835–841.

Jalan, B. (1996). India’s Economic Policy: Preparing For The Twenty-First Century . Penguin Books.

Johanson, J., & Vahlne, J. E. (1977). The internationalization process of the firm: A model of knowledge development and increasing foreign market commitments. Journal of International Business Studies, 8 (1), 23–32.

Jormanainen, I., & Koveshnikov, A. (2012). International activities of emerging market firms. Management International Review, 52 (5), 691–725.

Judge, W.Q., Norouzi, A., & Farrell, M. (2022). National culture and strategic management. Chapter 21 In Gelfand, M. & Erez, M. (eds.), Oxford Handbook of Culture and Organizations . Oxford University Press.

Kaushik, S. K. (1997). India’s evolving economic model: A perspective on economic and financial reforms. American Journal of Economics and Sociology, 56 (1), 69–84.

Kedia, B. L., Mukherjee, D., & Lahiri, S. (2006). Indian business groups: Evolution and transformation. Asia Pacific Journal of Management, 23 (4), 559–577.

Khanna, T., & Palepu, K. (1997). Why focused strategies may be wrong for emerging markets. Harvard Business Review, 75 , 41–54.

Khosravi, M., Yahyazadefar, M., Ahlstrom, D., & Alizadeh Sanni, M. (2021a). Enhancement of intangible (immaterial) assets in formal and informal institutions by virtue enrichment of human capital. Philosophical Meditations, 11 (27), 19–48.

Khosravi, M., Yahyazadehfar, M., & Sani, M. A. (2021b). Economic growth and human capital in Iran: A phenomenological study in a major Central Asian economy. Asia Pacific Journal of Management , forthcoming.

Kohli, A. (1989). Politics of economic liberalization in India. World Development, 17 (3), 305–328.

Kohli, R. (2015). Financing strategies and shareholders’ risk in cross border acquisitions in India. International Journal of Commerce and Management, 25 (3), 294–308.

Kohli, R., & Mann, B. J. S. (2012). Analyzing determinants of value creation in domestic and cross border acquisitions in India. International Business Review, 21 (6), 998–1016.

Komera, S., Lukose, P. J., & Sasidharan, S. (2018). Does business group affiliation encourage R&D activities? Evidence from India. Asia Pacific Journal of Management, 35 (4), 887–917.

Kothari, T., Kotabe, M., & Murphy, P. (2013). Rules of the game for emerging market multinational companies from China and India. Journal of International Management, 19 (3), 276–299.

Kozhikode, R. K. (2016). Dormancy as a strategic response to detrimental public policy. Organization Science, 27 (1), 189–206.

Kozhikode, R. K., & Li, J. (2012). Political pluralism, public policies, and organizational choices: Banking branch expansion in India, 1948–2003. Academy of Management Journal, 55 (2), 339–359.

Kudaisya, M. (2014). " The Promise of Partnership": Indian Business, the State, and the Bombay Plan of 1944. Business History Review, 97–131.

Kumar, S., & Gulati, R. (2008). An examination of technical, pure technical, and scale efficiencies in Indian public sector banks using data envelopment analysis. Eurasian Journal of Business and Economics, 1 (2), 33–69.

Kumar, V., Gaur, A. S., & Pattnaik, C. (2012). Product diversification and international expansion of business groups. Management International Review, 52 (2), 175–192.

Kumar, V., Singh, D., Purkayastha, A., Popli, M., & Gaur, A. (2020). Springboard internationalization by emerging market firms: Speed of first cross-border acquisition. Journal of International Business Studies, 51 (2), 172–193.

Kumaraswamy, A., Mudambi, R., Saranga, H., & Tripathy, A. (2012). Catch-up strategies in the Indian auto components industry: Domestic firms’ responses to market liberalization. Journal of International Business Studies, 43 (4), 368–395.

Lamin, A. (2013). Business groups as information resource: An investigation of business group affiliation in the Indian software services industry. Academy of Management Journal, 56 (5), 1487–1509.

Lamin, A., & Ramos, M. A. (2016). R&D investment dynamics in agglomerations under weak appropriability regimes: Evidence from Indian R&D labs. Strategic Management Journal, 37 (3), 604–621.

Lampel, J., Bhalla, A., & Ramachandran, K. (2017). Family values and inter-institutional governance of strategic decision making in Indian family firms. Asia Pacific Journal of Management, 34 (4), 901–930.

Lasserre, P. (2017). Global strategic management . Macmillan International Higher Education.

Li, S., & Nair, A. (2007). A comparative study of the economic reforms in China and India: What can we learn? Global Economic Review, 36 (2), 147–166.

Li, S., & Nair, A. (2009). Asian corporate governance or corporate governance in Asia? Corporate Governance: An International Review, 17 (4), 407–410.

Li, Y., & Peng, M. W. (2008). Developing theory from strategic management research in China. Asia Pacific Journal of Management, 25 , 563–572.

Li, J. T., & Tsui, A. S. (2002). A citation analysis of management and organization research in the Chinese context: 1984 to 1999. Asia Pacific Journal of Management, 19 (1), 87–107.

Luo, Y., & Zhang, H. (2016). Emerging market MNEs: Qualitative review and theoretical directions. Journal of International Management, 22 (4), 333–350.

Madan, G. R. (2007). Co-operative movement in India . Mittal Publications.

Mahapatra, S., William, W. S., & Padhy, R. (2019). Alignment in the base of the pyramid producer supply chains: The case of the handloom sector in Odisha, India. Journal of Business Logistics, 40 (2), 126–144.

Maheshwari, S. K., & Ahlstrom, D. (2004). Turning around a state owned enterprise: The case of scooters India limited. Asia Pacific Journal of Management, 21 (1–2), 75–101.

Majumdar, S. K. (1998). Assessing comparative efficiency of the state-owned mixed and private sectors in Indian industry. Public Choice, 96 (1–2), 1–24.

Majumdar, S. (2013). Growth strategy in entrepreneur managed small organizations: A study in auto component manufacturing organizations in central India. South Asian Journal of Management, 20 (4), 31–55.

Majumdar, S. K., & Bhattacharjee, A. (2014). Firms, markets, and the state: Institutional change and manufacturing sector profitability variances in India. Organization Science, 25 (2), 509–528.

Majumdar, S. K., Vora, D., & Nag, A. K. (2010). Industry structure characteristics and international entrepreneurship in India’s software industry. Journal of Entrepreneurship, 19 (2), 109–136.

Makadok, R., Burton, R., & Barney, J. (2018). A practical guide for making theory contributions in strategic management. Strategic Management Journal, 39 (6), 1530–1545.

Malik, V. (2003). Disinvestments in India: Needed change in mindset. Vikalpa, 28 (3), 57–64.

Malik, O. R., & Kotabe, M. (2009). Dynamic capabilities, government policies, and performance in firms from emerging economies: Evidence from India and Pakistan. Journal of Management Studies, 46 (3), 421–450.

Mallon, M. R., Guldiken, O., Benischke, M. H., Dong, F., & Nguyen, T. (2022). Is there an advantage of emergingness? A Politico-Regulatory Perspective. International Business Review, 31 (2), 101940. https://doi.org/10.1016/j.ibusrev.2021.101940

Manikandan, K. S., & Ramachandran, J. (2015). Beyond institutional voids: Business groups, incomplete markets, and organizational form. Strategic Management Journal, 36 (4), 598–617.

Manikutty, S. (2000). Family business groups in India: A resource-based view of the emerging trends. Family Business Review, 13 (4), 279–292.

McCloskey, D. N. (2010). Bourgeois dignity: Why economics can’t explain the modern world . University of Chicago Press.

Menon, S, (2016). ‘Here are the 10 oldest companies in India that are still going strong’. https://economictimes.indiatimes.com/articleshow/53953790.cms?utm_source=contentofinterest&utm_medium=text&utm_campaign=cppst Accessed: 11/05/2018.

Meyer, K. E., Estrin, S., Bhaumik, S. K., & Peng, M. W. (2009). Institutions, resources, and entry strategies in emerging economies. Strategic Management Journal, 30 (1), 61–80.

Mishra, S., & Suar, D. (2010). Does corporate social responsibility influence firm performance of Indian companies? Journal of Business Ethics, 95 (4), 571–601.

Mishra, D., Kumar, S., Sharma, R. R. K., & Dubey, R. (2018). Outsourcing decision: Do strategy and structure really matter? Journal of Organizational Change Management, 31 (1), 26–46.

Mohanty, R. P., & Augustin, P. (2014). Business strategy of automotive and farm equipment sector of the Mahindra & Mahindra Group of India. Journal of Strategy and Management, 7 (1), 64–86.

Mohindru, A., & Chander, S. (2007). Nature and extent of diversification: A comparative study of MNCs and domestic companies in India. South Asian Journal of Management, 14 (2), 60.

Mukherjee, V. (2002). Democratic Decentralization and Associative Patterns , Unpublished manuscript, Trivandrum.

Nadkarni, S., & Herrmann, P. O. L. (2010). CEO personality, strategic flexibility, and firm performance: The case of the Indian business process outsourcing industry. Academy of Management Journal, 53 (5), 1050–1073.

Nair, A., & Ahlstrom, D. (2008). Balancing Hamiltonian and Jeffersonian contradictions within organizations. Journal of Management Inquiry, 17 (4), 306–317.

Nair, A., Guldiken, O., Fainshmidt, S., & Pezeshkan, A. (2015a). Innovation in India: A review of past research and future directions. Asia Pacific Journal of Management, 32 (4), 925–958.

Nair, S. R., Demirbag, M., & Mellahi, K. (2015b). Reverse knowledge transfer from overseas acquisitions: A survey of Indian MNEs. Management International Review, 55 (2), 277–301.

Nair, S. R., Demirbag, M., & Mellahi, K. (2016). Reverse knowledge transfer in emerging market multinationals: The Indian context. International Business Review, 25 (1), 152–164.

Narula, R., & Kodiyat, T. P. (2016). How weaknesses in home country location advantages can constrain EMNE growth: the example of India. Multinational Business Review .

Nicholson, R. R., & Salaber, J. (2013). The motives and performance of cross-border acquirers from emerging economies: Comparison between Chinese and Indian firms. International Business Review, 22 (6), 963–980.

Ohmae, K. (1985). Triad Power . McGraw-Hill Book Company.

Oliver, C. (1991). Strategic responses to institutional processes. Academy of Management Review, 16 (1), 145–179.

Paré, G., Trudel, M. C., Jaana, M., & Kitsiou, S. (2015). Synthesizing information systems knowledge: A typology of literature reviews. Information & Management, 52 (2), 183–199.

Pattnaik, C., Lu, Q., & Gaur, A. S. (2018). Group affiliation and entry barriers: The dark side of business groups in emerging markets. Journal of Business Ethics, 153 (4), 1051–1066.

Peng, M. W., & Luo, Y. (2000). Managerial ties and firm performance in a transition economy: The nature of a micro-macro link. Academy of Management Journal, 43 (3), 486–501.

Peng, M. W., & Pleggenkuhle-Miles, E. G. (2009). Current debates in global strategy. International Journal of Management Reviews, 11 (1), 51–68.

Peng, M. W., Lu, Y., Shenkar, O., & Wang, D. Y. L. (2001). Treasures in the China house: A review of management and organizational research on Greater China. Journal of Business Research, 52 , 95–110.

Peng, M. W., Wang, D., & Jiang, Y. (2008). An institution-based view of international business strategy: A focus on emerging economies. Journal of International Business Studies, 39 (5), 920–936.

Penrose, E. (1959). The theory of the growth of the firm . Blackwell.

Phatak, A. (1968). Some causative factors of poor performance of government-owned firms in India. Management International Review, 8 (6), 99–107.

Podsakoff, P., MacKenzie, S., Podsakoff, N., & Bachrach, D. (2008). Scholarly influence in the field of management: A bibliometric analysis of the determinants of university and author impact in the management literature in the past quarter century. Journal of Management, 34 (4), 641–720.

Popli, M., & Sinha, A. K. (2014). Determinants of early movers in cross-border merger and acquisition wave in an emerging market: A study of Indian firms. Asia Pacific Journal of Management, 31 (4), 1075–1099.

Porter, M. E. (1985). The Competitive Advantage: Creating and Sustaining Superior Performance . Free Press.

Porter, M. E. (1996). What is strategy? Harvard Business Review, 74 (6), 61–78.

Prahalad, C. K., & Hart, S. L. (2002). The Fortune at the bottom of the pyramid. Strategy+ Business, 26 , 2–14.

Prashantham, S., & Yip, G. S. (2017). Engaging with startups in emerging markets. MIT Sloan Management Review, 58 (2), 51–65.

Pratap, S., & Saha, B. (2018). Evolving efficacy of managerial capital, contesting managerial practices, and the process of strategic renewal. Strategic Management Journal, 39 (3), 759–793.

Ramaswamy, K. (2001). Organizational ownership, competitive intensity, and firm performance: An empirical study of the Indian manufacturing sector. Strategic Management Journal, 22 (10), 989–998.

Ramaswamy, K., & Li, M. (2001). Foreign investors, foreign directors and corporate diversification: An empirical examination of large manufacturing companies in India. Asia Pacific Journal of Management, 18 (2), 207.

Ramaswamy, K., & Renforth, W. (1996). Competitive intensity and technical efficiency in public sector firms: Evidence from India. The International Journal of Public Sector Management, 9 (3), 4–17.

Ramaswamy, K., Gomes, L., & Veliyath, R. (1998). The performance correlates of ownership control: A study of US and European MNE joint ventures in India. International Business Review, 7 (4), 423–441.

Ramaswamy, K., Veliyath, R., & Gomes, L. (2000). A study of the determinants of CEO compensation in India. Management International Review, 40 (20), 167–191.

Ramaswamy, K., Li, M., & Veliyath, R. (2002). Variations in ownership behavior and propensity to diversify: A study of the Indian corporate context. Strategic Management Journal, 23 (4), 345–358.

Ramaswamy, K., Li, M., & Petitt, B. S. P. (2004). Who drives unrelated diversification? A study of Indian manufacturing firms. Asia Pacific Journal of Management, 21 (4), 403–423.

Ramesh, J. (1991). Commanding heights. Interview with PBS. At http://www.pbs.org/wgbh/commandingheights . Accessed 20 Jul 2020.

Ray, S., & Chaudhuri, B. R. (2018). Business group affiliation and corporate sustainability strategies of firms: An investigation of firms in India. Journal of Business Ethics, 153 (4), 955–976.

Rivett, K. (1959). The economic thought of Mahatma Gandhi. The British Journal of Sociology, 10 (1), 1–15.

Rosen, G. (1992). Contrasting styles of industrial reform: China and India in the 1980s . University of Chicago Press.

Sahasranamam, S., Rentala, S., & Rose, E. L. (2019). Knowledge sources and international business activity in a changing innovation ecosystem: A study of the Indian pharmaceutical industry. Management and Organization Review, 15 (3), 595–614.

Samuel, M. V., & Shah, M. (2009). Comparative study of organized agri-food businesses in India. Paradigm, 13 (2), 69–79.

Saranga, H., Schotter, A. P., & Mudambi, R. (2019). The double helix effect: Catch-up and local-foreign co-evolution in the Indian and Chinese automotive industries. International Business Review , 28 (5).

Sarkar, J. (2010). Business groups in India. In The Oxford Handbook of Business Groups .

Sathye, M. (2005). Privatization, performance, and efficiency: A study of Indian banks. Vikalpa, 30 (1), 7–16.

Scalera, V. G., Mukherjee, D., & Piscitello, L. (2020). Ownership strategies in knowledge-intensive cross-border acquisitions: Comparing Chinese and Indian MNEs. Asia Pacific Journal of Management, 37 (1), 155–185.

Sen, S. (2013). Philips Electronics: Light and shadow. Retrieved from https://www.businesstoday.in/magazine/special/oldest-mnc-in-india-philips/story/194628.html . Accessed 20 Jul 2020.

Shinkle, G. A., Kriauciunas, A. P., & Hundley, G. (2013). Why pure strategies may be wrong for transition economy firms. Strategic Management Journal, 34 (10), 1244–1254.

Shirodkar, V., & Mohr, A. T. (2015). Resource tangibility and foreign firms’ corporate political strategies in emerging economies: Evidence from India. Management International Review, 55 (6), 801–825.

Siddharthan, N. S., & Pandit, B. L. (1998). Liberalization and Investment: Behavior of MNEs and Large Corporate Firms in India. International Business Review, 7 (5), 535–548.

Singal, A., & Jain, A. K. (2012). Outward FDI trends from India: Emerging MNCs and strategic issues. International Journal of Emerging Markets, 7 (4), 443–456.

Singh, D. A., & Gaur, A. S. (2013). Governance structure, innovation and internationalization: Evidence from India. Journal of International Management, 19 (3), 300–309.

Singh, B., & Rao, M. K. (2016). Effect of intellectual capital on dynamic capabilities. Journal of Organizational Change Management, 29 (2), 129–149.

Singh, S., & Srivastava, R. K. (2018). Predicting the intention to use mobile banking in India. The International Journal of Bank Marketing, 36 (2), 357–378.

Singh, D. R. (1977). Capital budgeting and Indian investment in foreign countries. Management International Review , 101–110.

Singla, C., Veliyath, R., & George, R. (2014). Family firms and internationalization-governance relationships: Evidence of secondary agency issues. Strategic Management Journal, 35 (4), 606–616.

Smith, A., Judge, W., Pezeshkan, A., & Nair, A. (2016). Institutionalizing entrepreneurial expertise in subsistence economies. Journal of World Business, 51 (6), 910–922.

Srinivas, U., & Raviteja, J. (2017). Promotion and distribution strategies of NARMAC and Mulkanoor Women Cooperative Qairies: A quarterly peer reviewed multi-disciplinary international journal A quarterly peer reviewed multi-disciplinary international journal. Splint International Journal of Professionals, 4 (7), 61–68.

Srinivasan, T. N. (2003). Indian economic reforms: A stocktaking. S tanford Center for International Development, Working Paper, 190 , 1–35.

Srivastava, R. (2016). How Indian pharmaceutical companies are building global brands: The case of the Himalaya herbal brand. Thunderbird International Business Review, 58 (5), 399–410.

Steel, P., Beugelsdijk, S., & Aguinis, H. (2021). The anatomy of an award-winning meta-analysis: Recommendations for authors, reviewers, and readers of meta-analytic reviews. Journal of International Business Studies, 52 (1), 23–44.

Subramanian, S. (2015). Corporate governance, institutional ownership and firm performance in Indian state-owned enterprises. Asia-Pacific Journal of Management Research and Innovation, 11 (2), 117–127.

Tayeb, M. (1996). India: A non-tiger of Asia. International Business Review, 5 (5), 425–445.

Thite, M., Wilkinson, A., Budhwar, P., & Mathews, J. A. (2016). Internationalization of emerging Indian multinationals: Linkage, leverage and learning (LLL) perspective. International Business Review, 25 (1), 435–443.

Tiwana, A. (2008). Does interfirm modularity complement ignorance? A field study of software outsourcing alliances. Strategic Management Journal, 29 (11), 1241–1252.

Tolentino, P. E. (2010). Home country macroeconomic factors and outward FDI of China and India. Journal of International Management, 16 (2), 102–120.

Tomizawa, A., Zhao, L., Bassellier, G., & Ahlstrom, D. (2020). Economic growth, innovation, institutions, and the Great Enrichment. Asia Pacific Journal of Management, 37 (1), 7–31.

Triandis, H. C. (1989). The self and social behavior in differing cultural contexts. Psychological Review, 96 (3), 506–520.

Tsui, A. S. (2004). Contributing to global management knowledge: A case for high quality indigenous research. Asia Pacific Journal of Management, 21 (4), 491–513.

Tuschke, A., Sanders, W. G., & Hernandez, E. (2014). Whose experience matters in the boardroom? The effects of experiential and vicarious learning on emerging market entry. Strategic Management Journal, 35 (3), 398–418.

Vachani, S. (1997). Economic liberalization’s effect on sources of competitive adv8antage of different groups of companies: The case of India. International Business Review, 6 (2), 165–184.

Vaidyanathan, A. (2013). Future of cooperatives in India. Economic and Political Weekly, 48 (18), 30–34. Retrieved July 23, 2020, from www.jstor.org/stable/23527305

Vissa, B., Greve, H. R., & Chen, W. R. (2010). Business group affiliation and firm search behavior in India: Responsiveness and focus of attention. Organization Science, 21 (3), 696–712.

Wang, L. C., Ahlstrom, D., Nair, A., & Hang, R. Z. (2008). Creating globally competitive and innovative products: China’s next Olympic challenge. SAM Advanced Management Journal, 73 (3), 4–16.

Webster, A. (1990). The political economy of trade liberalization: The East India Company Charter Act of 1813. Economic History Review, 43 (3), 404–419.

White, S. (2000). Competition, capabilities, and the make, buy, or ally decisions of Chinese state-owned firms. Academy of Management Journal, 43 (3), 324–341.

White, S. (2002). Rigor and relevance in Asian management research: Where are we and where can we go? Asia Pacific Journal of Management, 19 , 287–352.

Young, M. N., Peng, M. W., Ahlstrom, D., Bruton, G. D., & Jiang, Y. (2008). Corporate governance in emerging economies: A review of the principal–principal perspective. Journal of Management Studies, 45 (1), 196–220.

Zaheer, S., Lamin, A., & Subramani, M. (2009). Cluster capabilities or ethnic ties? Location choice by foreign and domestic entrants in the services offshoring industry in India. Journal of International Business Studies, 40 (6), 944–968.

Zheng, P. (2013). The variation in Indian inward FDI patterns. Management International Review, 53 (6), 819–839.

Download references

Author information

Authors and affiliations.

Old Dominion University, Norfolk, VA, USA

Anil Nair & Chris H. Willis

Fayetteville State University, Fayetteville, NC, USA

Mehdi Sharifi Khobdeh

University of Hartford, West Hartford, CT, USA

Aydin Oksoy

Florida International University, Miami, FL, USA

Orhun Guldiken

You can also search for this author in PubMed Google Scholar

Corresponding author

Correspondence to Anil Nair .

Additional information

Publisher's note.

Springer Nature remains neutral with regard to jurisdictional claims in published maps and institutional affiliations.

We thank Professor Ajai Gaur of Rutgers for comments on an earlier version of the paper.

Appendix 1: Brief background: Economy, government and business

The evolution of India’s industry structure and firm strategies can be better understood by reviewing its history in terms of pre- and post-British colonization, which we briefly summarize below.

Early history

Prior to the arrival of British East India Company in 1608, India had its own organic system of trade and commerce. Merchants from the subcontinent were actively involved in trading silk, jewelry and spices across the world along the silk route for millennia (Behera, 2002 ). The Indian Ocean contained the most extensive trade routes of the day (McCloskey, 2010 ). An extensive review of early Indian business history is beyond the scope of this paper; we thus refer the reader to Hawk’s ( 2015 ) extensive analysis of law and commerce in pre-industrial societies, in which the author describes the various sophisticated markets (such as “haats” and “mandis”), trading structures, and trade routes that emerged in medieval India under various kingdoms.

Arrival of the British

With the arrival of the British East India company, some of these traditional practices changed. The British East India Company was initially established to trade with India, but gradually expanded its scope of operations to eventually control and govern a substantive part of the country. After a series of laws passed by Parliament to reform the East India Company, its monopoly rights were eliminated in 1813, which allowed for the entry of private merchants, traders and agencies into the economy (Goswami, 2016; Webster, 1990 ). Footnote 8 In 1858, the governance of the Indian subcontinent was fully taken over by the British Crown. The operations of the British East India Company and later the direct rule by the Crown led to the introduction of Western technology, education, legal system, institutions, business practices, and the founding of several industries. The development of ports and railroads and the establishment of the Bombay Stock exchange in 1875 further led to the growth of Indian enterprises (DeLong, 2003 ; Tomizawa et al., 2020 ).

India after independence

After independence, Indian leaders Gandhi, Nehru, and Patel had distinct visions for the economic development of the new country. Gandhi preferred an economic development model that was village-based, supported by small-scale enterprises relying on the widely available pool of labor (Rivett, 1959 ). In contrast, Nehru emphasized the need to embrace advanced technology and establish large-scale factories, with the public sector and central planning playing a dominant role in the economy. Patel, on the other hand, preferred the private sector to play a leading role in the economy (Kudaisya, 2014 ). Nehru’s vision prevailed (Ramesh, 1991 ), and in 1950 India adopted a path of centrally planned economic development (Das, 2016 ), along the lines of the former Soviet Union, through a series of five-year plans (Jalan, 1996 ). Due to the competing visions offered by cooperatives, small scale and private sectors had an important role in the Indian economy, resulting in a hybrid system where state-owned entities co-existed with a regulated private sector (Kaushik, 1997 ; Li & Nair, 2007 ). Even after his death in 1964, Nehru’s policies and the five-year plans were supported by several successive administrations (Dandekar, 1988 ). Yet by the early 1980s, as the success of the East Asian economies such as South Korea, Malaysia and Singapore became undeniable, some scholars and policy makers started acknowledging that India’s planned model of growth had failed (Tayeb, 1996 ). Between 1950 and 1980, India realized an average real economic growth rate of 3.5 percent – well under that of the rapidly growing East Asian economies such as Taiwan, Hong Kong, and Singapore. The government-dominated and over-regulated system had led to inefficiencies, shortages, and corruption (Ahlstrom, 2010 ; Ahlstrom et al., 2004 ; DeLong, 2003 ).

1980s reforms

India made some attempts at economic reform starting in the mid-1980s (Rosen, 1992 ). Although the Indian middle-class welcomed the reforms as it led to increased choices in consumer markets such as autos, consumer electronics and packaged goods, the same reforms received stiff resistance from the leaders steeped in socialist, nationalist, or communist ideologies as well as from business leaders who had profited from the Nehruvian protectionist regime. These interest groups stalled the reforms (Kohli, 1989 ).

1991: The second attempt at reforms

In 1991, Narasimha Rao was elected to serve as prime minister. Rao nominated the Cambridge- and Oxford-trained economist Manmohan Singh as finance minister in his new administration.

The Gulf War of 1991 led to declining remittances from Indian expatriates in the Middle East, and rising cost of importing oil. As a result, the Rao government faced a severe foreign exchange reserve crisis. The crisis led to an assistance from the IMF, which imposed several terms and conditions for structural reforms. Rao and Singh used the crisis to justify the introduction of far-reaching multi-faceted economic reforms that continued through the 1990s despite changes in administration (Bajpai, 2002 ). These reforms included initiatives in the following area (Srinivasan, 2003 ): lowered tax rates, subsidies (especially for fuel, fertilizer, electricity), reformed banking system and capital markets, opening of reserved sectors to private business, reduced controls on capacity creation, production and prices, market-determined exchange rate, diluted import controls by reducing tariffs, eased restrictions on portfolio and direct investment, and privatization and sale of state-owned firms.

The collapse of the Soviet Union and China’s accelerating economic development provided further legitimacy to a more market-based economy; yet legacies from the past continued to hinder the reforms (Bardhan, 2006 ).

Appendix 2: Brief summary of articles on strategy in Indian context

Rights and permissions.

Reprints and permissions

About this article

Nair, A., Khobdeh, M.S., Oksoy, A. et al. A review of strategic management research on India. Asia Pac J Manag 40 , 1341–1392 (2023). https://doi.org/10.1007/s10490-022-09820-1

Download citation

Accepted : 06 April 2022

Published : 28 April 2022

Issue Date : December 2023

DOI : https://doi.org/10.1007/s10490-022-09820-1

Share this article

Anyone you share the following link with will be able to read this content:

Sorry, a shareable link is not currently available for this article.

Provided by the Springer Nature SharedIt content-sharing initiative

Find a journal
Publish with us
Track your research

What Are The Most Trending Research Topics In Strategic Management?

Table of Contents

As a rapidly evolving field, strategic management research is always looking for new and innovative ways to improve our understanding of business strategy.

One of the most trending research topics in strategic management is Business Model Innovation. In recent years, business model innovation has grown exponentially as companies strive to remain competitive in an ever-changing market landscape. Businesses of all sizes are leveraging technology and data to create new and innovative solutions to their customers’ needs.

1) Business Model Innovation

In recent years, business model innovation has become a popular topic among researchers in strategic management. The concept of “business model innovation” refers to the process of creating an entirely new way of doing business that is more effective than existing models.

Researchers are interested in exploring how companies can use this approach to stay ahead of their competitors and create sustainable competitive advantage.

2) Corporate Social Responsibility (CSR)

CSR has long been an important topic in strategic management but it has recently gained increased attention from researchers. CSR involves the idea that companies should have an ethical obligation to address issues such as climate change, poverty alleviation, gender equality, and social justice.

Researchers are interested in exploring how businesses can integrate CSR into their core strategies while also maximizing their profits.

Looking For Targeted Leads?

Find accurate B2B contact information for targeted marketing. Close more deals and start more conversations.

3) International Business Strategies

With the globalization of markets and digital technology, international business strategies have become increasingly important for companies looking to expand into foreign markets or tap into global talent pools.

Studies on international business strategies involve investigating how firms can effectively manage cross-border operations while still maintaining their competitive advantage over local rivals.

4) Data-Driven Decision Making

Data analytics have become increasingly important tools for managers who need to make informed decisions quickly and accurately. Studies on data-driven decision making involve exploring how data-driven insights can be used to inform corporate strategy while mitigating potential risks associated with data misuse or mismanagement.

What Are The Leading Suggestions For Future Research In Strategic Management Literature?

It is important for strategic management literature to continuously evolve to keep up with the ever-changing business landscape. Strategic management research often investigates topics such as strategic planning, innovation, and organizational change.

There are many areas of research that can be explored in this field to better understand how organizations can remain competitive and successful.

Organizational Change and Innovation

One of the most important topics of research within the field of strategic management is organizational change and innovation. This research examines how organizations can successfully navigate changes while staying competitive in their respective industries.

Studies that focus on organizational change often investigate how different leadership styles or team structures impact the organization’s ability to make successful changes.

Research into innovation looks at how organizations can create new products or services to stay ahead of the competition and remain profitable.

Strategic Planning

Strategic planning is another key area for future research in strategic management literature. Strategic planning focuses on understanding an organization’s environment and developing a plan to reach its goals.

Research into this topic could look at different approaches to strategic planning, such as scenario planning or SWOT analysis, or explore how different tools, such as software applications, can be used effectively for long-term strategy development.

Globalization and Sustainability

Globalization has had a huge impact on businesses around the world, and it presents both opportunities and challenges for organizations looking to remain competitive in a globalized economy.

Research into globalization could examine how businesses are adapting their strategies to operate across multiple markets, or explore how they are leveraging technology to become more efficient operations throughout their supply chains.

Additionally, sustainability has become an increasingly important factor in business decisions as companies strive to balance economic growth with environmental stewardship. Studies into sustainability could look at how organizations are integrating sustainable practices into their operations or exploring ways they can reduce their carbon footprint without sacrificing profits.

Emerging Trends In Strategic Management Research

Strategic management research is a field that has continuously evolved over the years to meet the changing needs of businesses. With the advent of new technologies, strategies are continually being adapted and refined to maximize efficiency and effectiveness.

One trend gaining traction in strategic management research circles is predictive analytics. Predictive analytics is a powerful tool for understanding customer behavior and predicting future outcomes based on past data.

By leveraging predictive analytics, businesses can anticipate customer needs, identify potential opportunities and risks, optimize marketing campaigns, and better forecast future performance.

Predictive analytics also brings greater accuracy to decision-making processes, enabling companies to make more informed decisions in a timely manner and identify areas for improvement.

Another emerging trend in strategic management research is the use of artificial intelligence (AI). AI-driven systems are helping companies automate mundane tasks such as data entry or analysis, freeing up resources for more important functions such as strategy development.

AI can also help companies better understand customers by providing insights into their preferences and behaviors. For example, AI-driven systems can detect patterns in customer buying habits that may otherwise have gone unnoticed.

This information can then be used to shape marketing strategies or develop new products or services tailored specifically to certain customers’ needs.

Finally, another key trend in strategic management research is digital transformation. Digital transformation refers to the process of leveraging digital tools such as cloud computing, mobile applications, virtual reality, blockchain technology, etc., to improve organizational processes and create better customer experiences.

Companies that embrace digital transformation are able to reduce costs while delivering superior products or services with higher levels of speed and accuracy than ever before possible.

By investing in digital transformation initiatives such as automation or machine learning algorithms, organizations can stay competitive in an increasingly crowded marketplace.

The Role Of Corporate Social Responsibility In Strategic Management

Corporate social responsibility (CSR) is a term used to describe how businesses can balance their responsibility to shareholders, employees, customers, and the environment.

CSR activities include investing in renewable energy, reducing emissions, introducing ‘green’ policies and practices, providing training to employees and local communities, and working towards sustainable development goals.

Many organizations now find that incorporating CSR into their strategic management plans is not only beneficial for the company but also has a positive impact on society.

The Role of CSR in Strategic Management

Organizations looking to incorporate CSR into their strategic management plans must consider how this will fit into their overall objectives and what impact it will have on their bottom line.

The key considerations are financial resources available for investment in CSR activities; employee engagement; public perception of the organization’s commitment to sustainability; the impact on customer loyalty; regulatory requirements; competitive advantage; and overall profitability.

Financial Resources for Investment

Organizations need to consider how much money they can allocate for CSR initiatives. It is important to understand that some forms of investment may not provide an immediate return but may yield long-term benefits such as increased customer loyalty or improved brand recognition.

It is therefore important that organizations invest in projects that align with their core values and objectives while ensuring they are financially viable.

Employee Engagement

Organizations need to ensure that all employees understand why they are taking part in any CSR initiatives and how this fits into the overall strategy.

This can be achieved through internal communications explaining the purpose of each project, providing opportunities for employees to volunteer or become involved in activities related to corporate social responsibility, as well as recognizing individual contributions made by staff members.

Doing so increases employee engagement with the organization’s mission while also demonstrating a commitment to its values.

Customer Loyalty & Public Perception

Another consideration when incorporating CSR into strategic management plans is public perception of the organization’s commitment to sustainability. Organizations should ensure that any campaigns or initiatives are communicated effectively both internally and externally so that stakeholders understand why these activities are taking place and what benefit they bring both to the organization itself as well as society at large.

The result will be an increase in customer loyalty due to customers associating with an organization that is seen as genuinely committed to making a positive difference in society through its actions rather than simply paying lip service with adverts or campaigns which do not demonstrate any tangible commitment beyond words alone.

Business Models And Their Impact On Strategic Management

In today’s business world, having a solid business model is essential for success. A business model is the framework that an organization uses to create value and generate revenue.

It outlines how a company will acquire customers, how it plans to make money, and how it will sustain itself in the long-term. Having a well-defined business model can have an immense impact on strategic management and help a company achieve its goals.

The Role of Strategic Management

Strategic management is the process of planning for the future of an organization. It involves identifying long-term objectives, setting strategies, and allocating resources in order to maximize potential growth opportunities.

Strategic management helps organizations focus on their core competencies in order to remain competitive in their respective markets. Furthermore, it allows organizations to identify new opportunities, reduce risks, and develop plans that will guide them through difficult times. The goal of strategic management is to ensure that decisions made today are beneficial for the future of the organization.

Impact of Business Models on Strategic Management

Business models play an important role in strategic management because they provide guidance on how best to optimize resources and achieve organizational goals. By outlining key activities such as customer acquisition, monetization strategies, and cost structures, business models provide a clear roadmap for how an organization should move forward with its operations.

They also allow organizations to evaluate their current performance levels against industry benchmarks and determine what steps need to be taken in order for them to reach their desired outcomes. Business models are essential for successful strategic planning as they provide structure and direction.

Furthermore, business models can help organizations identify areas where there may be potential problems or gaps that need addressing, such as customer retention or pricing optimization issues, and develop solutions accordingly.

By understanding their current position within the market landscape through their business model analysis, companies can better plan for future growth prospects by leveraging existing strengths while mitigating risk factors associated with any weaknesses exhibited by their competitors or industry trends at large.

The Impact Of The Global Pandemic On Strategic Management

The global pandemic has had a huge impact on strategic management. From corporate strategy to supply chain management, the pandemic has changed the way companies do business and how they plan for the future.

The first area where we have seen an impact from the pandemic is in corporate strategy. Many companies were forced to rethink their long-term strategic plans as a result of COVID-19.

In many cases, companies had to pivot quickly to respond to changing customer needs and preferences or in order to take advantage of new opportunities created by the pandemic.

Companies also had to reevaluate their organizational structures in order to remain efficient and effective during these challenging times.

Another area where we have seen an impact from the pandemic is in supply chain management. As countries around the world implemented restrictions on travel and trade, many companies were forced to find alternative sources for essential supplies or parts.

This has led to increased costs due to delays or disruptions in supply chains, as well as increased complexity due to different country regulations or standards.

Additionally, some companies have begun looking into localizing production or utilizing localized suppliers in order to reduce costs and ensure consistency of quality over time.

Finally, strategic planning has also been impacted by the pandemic due to increased uncertainty surrounding future economic conditions and customer demand levels. This uncertainty has caused many companies to delay or cancel planned projects until more information becomes available about how long-term trends may play out over time.

Additionally, it has become increasingly important for companies to track customer sentiment so that they can be ready for changes in market dynamics that could affect their business model or operations down the road.

The Impact Of The Gig Economy On Strategic Management

The gig economy has been drastically changing how businesses operate, particularly in terms of strategic management. This form of work, which includes freelance and contract-based jobs as well as temporary assignments, has created a new way for companies to expand their workforce. But how exactly does the gig economy impact strategic management?

Cost Savings Benefits

One major benefit of using the gig economy is its potential for cost savings. Companies can save money by contracting out certain tasks instead of hiring full-time employees.

For example, rather than having to pay employee benefits or contribute to their retirement plans, they can simply hire contractors and freelancers who are willing to work on a per-project basis. This saves companies money in the long run and allows them to quickly adjust their labor force as needed.

Productivity Benefits

The gig economy also provides increased productivity benefits for businesses. Contractors and freelancers are often highly specialized in their areas of expertise and have experience working in remote environments with limited supervision from their employers.

This can help ensure that projects are completed quickly and efficiently, allowing businesses to focus more on strategic initiatives such as innovation or customer service rather than mundane tasks such as data entry or customer support.

Additionally, because most gig workers are self-motivated, they tend to be more productive than traditional employees who may require more oversight or guidance from supervisors.

Flexibility Benefits

Finally, the gig economy provides businesses with increased flexibility when it comes to hiring new personnel. Rather than having to go through a lengthy recruitment process and commit to long-term contracts with new employees, businesses can hire contractors or freelancers on a short-term basis without any long-term commitments or risks involved.

This allows them to scale up their labor force quickly when needed without having to worry about losing talent if business conditions change suddenly.

The Impact Of Artificial Intelligence On Strategic Management

Artificial intelligence (AI) is a rapidly growing technology with the potential to revolutionize many aspects of our lives, including business management. In particular, AI can be used to help inform strategic decisions and enhance the capabilities of executives and managers.

The Potential Benefits of AI in Strategic Management

The use of AI in strategic management offers many potential benefits. By leveraging predictive analytics, AI systems can provide executives and managers with insights into customer behavior, industry trends, and other key data points that would otherwise be difficult to uncover or analyze. This can help organizations make better decisions about their long-term strategies and objectives.

Additionally, AI-driven decision support systems can help executives and managers identify opportunities for innovation or process improvement that they may have overlooked or underestimated without the assistance of an AI system.

AI can also be used to automate certain tasks related to strategic management, such as forecasting market trends or analyzing customer feedback. Automation has the potential to free up time for executives and managers so they can focus more on developing strategies rather than mundane tasks.

Finally, AI systems can also be used to monitor progress against strategic objectives so that organizations can quickly adjust course if necessary.

Current Applications of AI in Strategic Management

There are already several ways that artificial intelligence is being applied in strategic management today. For instance, some organizations are using machine learning algorithms to analyze customer feedback from surveys or social media posts in order to gain insights into customer sentiment and preferences. This type of analysis can then be used by executives and managers to develop better strategies for marketing campaigns or product development initiatives.

Additionally, predictive analytics are being used by some companies to forecast market trends or anticipate changes in consumer behavior so that executives and managers can stay ahead of the curve when it comes to developing strategies based on these forecasts.

Finally, natural language processing techniques are being leveraged by some organizations in order to extract useful information from large amounts of unstructured data such as reports or emails sent by employees or customers.

The Role Of Cultural Diversity In Strategic Management

Strategic management is a crucial part of any business, as it helps guide decisions and set the direction for the company. In today’s world, cultural diversity plays an important role in strategic management.

Businesses that embrace cultural diversity have a better understanding of their customers’ needs and can better serve them.

Additionally, they can use this understanding to develop innovative strategies that will help them remain competitive in their respective markets. Let’s take a closer look at how cultural diversity can be leveraged in strategic management.

Creating Culturally Diverse Teams

One way to leverage cultural diversity in strategic management is to create cross-cultural teams within your organization. Having people from different cultures with different perspectives on your team will allow you to identify problems more quickly and come up with creative solutions that may not have been considered before.

Additionally, having people from different cultures on your team will give you a better understanding of how various cultures think and behave, which can be invaluable when developing strategies for international markets.

Capitalizing On Cultural Differences

Another way to leverage cultural diversity in strategic management is by capitalizing on the differences between cultures. Different cultures have different ways of looking at problems, so if you are able to effectively combine these different perspectives, you can develop strategies that are tailored specifically for each culture or market.

This level of customization allows businesses to gain an advantage over their competitors by offering products or services that are tailored specifically for each culture or region they are targeting.

Using Cultural Data To Your Advantage

Finally, leveraging cultural data can also be beneficial when it comes to strategy development. By utilizing data related to demographics, purchasing trends and behaviors, businesses can gain insights into how various cultures view their products or services and what they need from them in order to make informed decisions about their marketing strategies and product offerings.

This type of data can provide valuable insights into customer preferences and behaviors in different countries or regions, allowing businesses to adjust their strategies accordingly and ensure they remain competitive in the global market.

The Role Of Organizational Design In Strategic Management

Strategic management involves the planning, organizing, directing and controlling of organizational resources to achieve goals and objectives. It is a complex process that requires more than just an understanding of the organization’s products and services.

It is also important to consider the design of the organization itself. Organizational design plays a major role in how effective a company’s strategy will be in achieving its goals.

What Is Organizational Design?

Organizational design involves the structure, systems, processes, culture, and values that are used to direct an organization’s operations. While it should not be confused with strategic management, organizational design is essential for successful strategic management since it provides the framework within which strategies can be implemented. The right organizational design can help ensure that resources are used effectively to achieve goals and objectives.

The Role of Organizational Design in Strategic Management

Organizational design must align with a company’s strategy for it to be successful. This means that companies must have a clear understanding of their strategy before designing their organization so that they can create an effective structure for achieving their goals and objectives. A well-designed organizational structure will support the implementation of strategies by ensuring that resources are allocated efficiently and effectively according to the strategic plan.

In addition, organizational design helps clarify roles and responsibilities in order to ensure efficient decision-making processes and communication among different departments or teams within an organization. This ensures that everyone involved understands their specific tasks and how they fit into the overall plan for achieving goals and objectives. Furthermore, it allows organizations to better manage change as they grow or adjust their strategies over time as needed.

The Role Of Supply Chain Management In Strategic Management

Supply Chain Management (SCM) is an important component of business strategies. It is the key to success for any organization that wants to remain competitive and successful in a global market. SCM integrates the processes, methods, and technologies used by different organizations within an industry to provide end-to-end services from raw materials to final product/service delivery.

The Role of Supply Chain Management in Strategic Management

Supply chain management plays a critical role in helping organizations reach their strategic objectives. The main purpose of SCM is to ensure that all parts of the supply chain are aligned with the organization’s strategic goals and objectives.

To achieve this, SCM must integrate different processes such as procurement, manufacturing, transportation, inventory control, warehousing, customer service and distribution. These processes must be managed effectively and efficiently to make sure that the organization meets its desired outcomes.

Supply Chain Management also helps organizations reduce costs associated with production, logistics and distribution by leveraging technology such as computerized inventory systems and mobile applications for tracking shipments.

Additionally, using modern technologies such as blockchain can help optimize supply chain operations by increasing visibility into raw material sourcing, manufacturing processes, shipping costs and other elements related to delivering products/services on time.

Furthermore, SCM increases transparency across the entire supply chain which helps organizations better manage risk associated with suppliers or customers not meeting expectations or due dates on orders.

By incorporating supply chain management into their overall strategy, organizations can increase efficiency while also reducing costs. This allows them to become more competitive in their markets while providing higher quality products/services at lower prices than their competitors.

Additionally, utilizing SCM can help improve customer satisfaction levels by ensuring orders are delivered on time which reduces the chances of customers canceling orders due to delays or poor service quality.

Finally, SCM provides a platform for collaboration between suppliers which helps build stronger relationships between companies while also improving coordination across the entire supply chain network – from raw materials sourcing through final product delivery.

Strategic management research is a constantly evolving and innovating field. It’s important to understand the latest developments and trends, as well as consider potential future directions that may offer further insight into this crucial discipline.

As we have discussed in this post, there are many key areas within strategic management that are at the cutting edge of emerging research topics; from corporate social responsibility to business models, artificial intelligence, cultural diversity, organizational design, supply chain management and more.

These all represent highly fertile topics of exploration and study at all levels of strategic management. Indeed, setting out the right path for research into these topics could ultimately yield essential insights that will inform effective strategic decision-making and consequently benefit businesses on an ongoing basis.

References

https://www.investopedia.com/terms/s/strategic-management.asp

https://en.wikipedia.org/wiki/Strategic_management

https://miro.com/blog/strategic-management-process/

Business Strategies Research Paper Topics
What Is Strategic Operations Management?
3 Stages Of Strategic Management

Wasim Jabbar

Hi, I'm Wasim - a startup founder and proud dad of two sons. With 15 years of experience building startups, I'd like to share my secret to achieving business success - quality marketing leads. Signup today to gain access to over 52 million leads worldwide.

Strategic Communication Research Paper Topics

At a professional level the field faces challenges in coordinating and integrating the communication activities of organizations. Theoretically it is challenged to create a multidisciplinary, but unified, body of knowledge that better serves communicative entities in a society consisting of fragmented audiences and message delivery platforms. Strategic communication also has a significant impact on society at large.

Academic Writing, Editing, Proofreading, And Problem Solving Services

Get 10% off with 24start discount code.

Change Management and Communication
Communication Management
Contingency Model of Conflict
Corporate and Organizational Identity
Corporate Communication
Corporate Design
Corporate Reputation
Corporate Social Responsibility
Crisis Communication
Financial Communication
Fundraising
Image Restoration Theory
Integrated Marketing Communications
Issue Management
Legitimacy Gap Theory
Marketing Communication Tools
Media Planning
Media Relations
Mediatization of Organizations Theory
Organizational Image
Positioning Theory
Spin and Double-Speak
Stakeholder Theory
Strategic Framing
Trust of Publics

The Meaning of Strategic

While the term ‘strategic’ originated in warfare, organizations originally used it to describe how they competed in the marketplace to gain competitive advantage and market share (Hatch 1997). Supporters of this view see strategic planning as a rational process that starts with an analysis of the organization’s internal strengths and weaknesses and external opportunities and threats (SWO T analysis). The role of the practitioner is to replicate this process with the focus on how communication can be used strategically to support the organization’s overall goals.

New perspectives on strategy formulation in organizations provide several alternative, and more inclusive, interpretations. Emergent strategy holds that strategy is based on prior experience and actions, which values the contribution of employees at every level of the organization. In learning organizations, strategy formulation is viewed as more short-term and agile, which allows organizations to react quickly to developments in their environments. Emergent strategy also implies that there is not necessarily a beginning and end to the strategic process, that it can emerge at any point during strategy formulation, and that it can be immediate and spontaneous. One of the most important emerging perspectives in strategic communication is the rejection of linearity. Meanings and messages are now viewed as negotiated and subjective, where the outcome of the communication process depends more on the receiver than on the sender. Thus dialogic communication and how it shapes strategy has now become one of the major focus areas for strategic communication research.

Strategic Communication and Society

The environment in which the communicative entity operates affects the way strategic communication is practiced. Systems, chaos, and complexity theory perspectives also often explain communication behavior, particularly to the study of crisis communication (Gilpin & Murphy 2008). From theories of the environment comes the concept of strategic communicators as boundary spanners who help organizations adapt to their environment by in turn representing the viewpoints of constituents and the organization.

Although Habermas has somewhat softened his stance on strategic communication, he views it as a form of communication that is “pseudoconsensual,” meant to help organizations, politicians, and lobbyists to get access to the media and so gain political influence (Habermas 2006). Postmodernists in turn argue that all discourse is political and therefore strategic (Lyotard 1988). What these philosophers have in common is that strategic communication is a real and influential feature of the public sphere.

Strategic Communication in the Organizational Context

Factors that affect strategic communication at organizational level are, among others, organizational structure, decision-making processes, leadership styles, and worldviews of organizational leaders and professional communicators. Strategic communication requires a holistic approach to communication; therefore, the communication function should be integrated into a single organizational function. This is difficult in complex organizations where communication functions are often scattered across divisions and departments. This fragmentation is further exacerbated by the strict definition of roles within each of these disciplines. In a strategic communication approach it is important that all these communicators work in a team, which is difficult when they have different reporting structures and strictly defined roles.

This fragmentation is further facilitated by the overly specialized approach to communication education, where marketing, public relations, advertising, and speech communication are seldom integrated into a single educational unit. Power relations within an organization are another stumbling block. The marketing function is typically included in the “strategic apex” of the organization (Mintzberg 1996, 237), while communication functions are viewed as support staff. This access to power gives marketing departments a decision-making advantage over other communication functions, which overemphasizes consumers at the cost of other, often more important, audiences.

Organizations that are able to integrate their communication activities into a single, integrated unit that has influence at the highest level of the organization and represents all strategic audiences can use the skills of all communicators while addressing every audience in the communication process in a coordinated way, ensuring consistency of strategic messages and message delivery platforms (Grunig et al. 2002).

Strategic Communication at the Micro-Level

The outcome of strategic communication at this level is aimed at reaching the goals set out in the strategic planning phase. Strategic communication goals vary according to the situation at hand, such as brand building and improving sales and reputation management through increasing awareness, maintaining positive attitudes and relationships, or changing negative behavior and poor relationships.

New communication technologies help to integrate strategic communication at this level. New media platforms such as the Internet and different social media outlets now allow strategic communicators to bypass traditional media and overcome these divisions among audiences through a holistic approach. New communication platforms make it possible for strategic communicators to reach broad but specific targeted audiences outside of the traditional media. New analytics and the ability to micro-segment an audience, or even target individuals directly, also allow for shaping messages tailored to individual needs. These technologies support networks, which Barney (2004, 2) describes as “a structural condition,” that bring many people together in multiple, decentralized matrices. Strategic communicators need to identify their target audiences through micro-segmentation and they also have to assume that an audience member’s multiple identities are reached through different media and different platforms. This is known as media fragmentation.

Measurement of Outcomes

Traditionally the success of marketing communication has been measured in terms of return on investment (RO I). Return on communication investment, be it financial or time, in activist groups, non-profit organizations, or political campaigns is measured in social change or election outcomes that require benchmark research to measure progress against.

Online and social media metrics provide new methods for measuring strategic communication outcomes. Baym (2013, 1) argues, “Metric and big data analysis generally serves economic values, while other approaches … may be more appropriate for assessing social and personal values.”

References:

Barney, D. (2004). The network society. Cambridge: Polity.
Baym, N. K. (2013). Data not seen: The uses and shortcoming of social media metrics. First Monday, 18(10), 1–16.
Bentele, G. & Nothhaft, H. (2010). Strategic communication in the public sphere from a European perspective. International Journal of Strategic Communication, 4(2), 93–116.
Gilpin, D. R. & Murphy, P. J. (2008). Crisis management in a complex world. Oxford: Oxford University Press.
Grunig, L. A., Grunig, J. E., & Dozier, D. M. (2002). Excellent public relations ands effective organizations. A study of communication management in three countries. Mahwah, NJ: Lawrence Erlbaum.
Habermas, J. (2006). Political communication in media society – Does democracy still enjoy an epistemic deminsion? The impact of normative theory on empirical research, Annual Convention of the International Communication Association. Dresden: International Communication Association.
Hatch, M. J. (1997). Organisation theory. Modern, symbolic, and postmodern perspectives. Oxford: Oxford University Press.
Holtzhausen, D. R. & Zerfass, A. (2013). Strategic communication – Pillars and perspectives of an alternative paradigm. In A. Zerfass, L. Rademacher, & S. Wehmeier (eds.), Organisationskommunikation und public relations. Wiesbaden: Springer, pp. 72–94.
Lyotard, J. F. (1988). The differend: Phrases in dispute. Theory and history of literature (Vol. 46). Minneapolis: University of Minnesota Press.
Mintzberg, H. (1996). The five basic parts of the organization. In J. M. Shafritz & J. S. Ott (eds.), Classics of organization theory. Fort Worth, TX: Harcourt Brace College, pp. 232–244.

Back to Communication Research Paper Topics .

ORDER HIGH QUALITY CUSTOM PAPER

IMAGES

6+ Strategy Paper Templates
master thesis topics in strategic management
(PDF) Mapping Strategic Management Research
Best 38 Strategic Management Dissertation Topics Ideas
Strategic management paper. Strategic. 2022-11-11
Strategic Management Research Paper Example

VIDEO

Decathlon: Supply Chain Management
PhD Topics in Business Management
Strategic Financial Management |OCTOBER
Strategic Management Research Topics
Strategic Management
Question paper of Strategic Management MBA IT exam 2023

COMMENTS

(PDF) STRATEGIC MANAGEMENT: A COMPREHENSIVE REVIEW PAPER
Design/Methodology/Approach: This paper employs a systematic review design, also known as an overview, which is a comprehensive synthesis of primary research. studies. These approaches are ...
Strategic Management: Current Issues and Future Directions
SUBMIT PAPER. Journal of Leadership & Organizational Studies. Impact Factor: 4.8 / 5-Year Impact Factor: ... we "cast a broad net" by asking our contributors to address what they felt were salient issues in advancing research in strategic management—broadly defined. Thus, this Special Issue covers a wide range of topics, and we are ...
100s of Free Management Dissertation Topics and Titles
Some interesting dissertation topics under this field are; Topic 1: Examining the Impact of Enterprise Social Networking Systems (ESNS) on Knowledge Management and Organisational Learning. Topic 2: A Review of Knowledge Management Research. Topic 3: The Impact of the Internet of Things (IoT) on Innovation and Knowledge Management Capacity.
Management Research Paper Topics
This list of management research paper topics is designed to be a reference guide for everyday business and management study needs for the management students, managers, business practitioners, or anyone interested in a better understanding of a business management term or concept. This page can be a first-stop for general information as well as a link to other management concepts, related ...
Strategic Management Journal
The Strategic Management Journal seeks to publish the highest quality research with questions, evidence and conclusions that are relevant to strategic management and engaging to strategic management scholars. We receive manuscripts with a diverse mix of topics, framings, and methods, and our acceptances reflect this diversity. More specifically, the Strategic Management Journal seeks to ...
Experiments in Strategy Research: A Critical Review and Future Research
To narrow our scope to strategic management topics, we screened papers by considering the theoretical and contextual keywords and research topics identified by the authors of the research. ... we extracted a variety of information to support coding of theory, topics, and methods. If a paper included multiple experiments, each one was separately ...
The Evolution of Strategic Management Research: Recent Trends and
The discipline's progress toward maturity has been accompanied by several factors. First, there has been a marked increase in the range of topics addressed (Hoskisson et al., 1999).The study of "best practices" in the 1960s has given way to an analysis of such varied topics as internationalization, cooperation between firms, strategies and competition in the markets for products and ...
The evolution of strategic management research: Recent trends and
Strategic management is a relatively youthful discipline that has steadily matured over the past fifty years. The field has become consolidated over this period, while simultaneously expanding the range of topics analyzed and research methodologies used. Different theories and approaches, addressing different research topics, have been ...
101 Best Strategic Management Dissertation Topics in 2024
Best Strategic Management Dissertation Topics ideas for college students. Strategic management dissertation topics have been enlisted below in the form of different interesting and extensive research questions: An analysis of the use of scenario planning in strategic management.
Topics Strategy
Vijaya Venkataramani, Rellie Derfler-Rozin, Xin Liu, and Jih-Yu Mao. Strategic Alignment With AI and Smart KPIs. David Kiron, Michael Schrage, François Candelon, Shervin Khodabandeh, and Michael Chu. The Politics of Place and What It Means for Talent Strategy. Kimberly Merriman.
All Topics
Adaptive Leadership. Advertising. Age and Generational Issues. Agile Project Management. AI and Machine Learning. Algorithms. Analytics and Data Science. Angel Financing. Antitrust Laws.
A review of strategic management research on India
In this paper, we therefore synthesize research on Indian strategic management research in a systematic (Gaur & Kumar, 2018 ), scoping review 1 (Paré et al., 2015) to provide an indication of the size and nature of the available literature and identify key themes and research gaps.
Strategic Management Journal
The Strategic Management Journal seeks to publish the highest quality research with questions, evidence and conclusions that are relevant to strategic management and engaging to strategic management scholars. We receive manuscripts with a diverse mix of topics, framings, and methods, and our acceptances reflect this diversity. More specifically, the Strategic Management Journal seeks to ...
PDF Strategic Management Research In Kenya: A Study Of Master Of Business
A total of 1257 projects were selected for the study of strategic management research over the 15 years period. The literature review focused on theories anchoring strategic management research and evolution of strategic management research. Dominant theories anchoring strategic management have influenced research in designs in the field from
What Are The Most Trending Research Topics In Strategic Management
Emerging Trends In Strategic Management Research. Strategic management research is a field that has continuously evolved over the years to meet the changing needs of businesses. With the advent of new technologies, strategies are continually being adapted and refined to maximize efficiency and effectiveness. One trend gaining traction in ...
Financial Management Research Paper Topics
The field of financial management offers a vast array of research paper topics. This complex discipline touches every aspect of business operations, influencing strategic planning, decision-making, and organizational growth. Below, you will find a comprehensive list of financial management research paper topics, divided into 10 categories.
Strategic Communication Research Paper Topics
See our list of strategic communication research paper topics . Strategic communication can be defined as "the practice of deliberate and purposive communication a communication agent enacts in the public sphere on behalf of a communicative entity to reach set goals" (Holtzhausen & Zerfass 2013, 74). This definition emphasizes purposiveness ...