Strategic responses for a sustainable future : new research in international management

Table of Contents: Chapter 1. Social Capital, Corporate Ethics and Social Progress Chapter 2. The Role of Green Strategy Adoption in Driving Green Supply Chain Management Practices Chapter 3. Dynamic Adaptive Strategy-Making Processes for Enhanced Strategic Responsiveness Chapter 4. Open Strategy: A Systematic Literature Review and Research Agenda Chapter 5. How Resource-Deprived Mavericks Circumvent Central Control: Walking or Stumbling on Two Feet Chapter 6. Fear Not Your Mavericks! Their Bounded Non-Conformity and Positive Deviance Helps Organizations Drive Change and Innovation Chapter 7. The Distribution of Performance Data: Consistent Evidence of (Extreme) Negative Outcomes Chapter 8. The Effects of Strategic Response Capabilities and Innovation on Performance and Risk

In the past decade, global business circumstances have been impacted by major socioeconomic crises. These factors have underlined the pressing need to develop organisational structures and procedures that are robust and responsive. Businesses are increasingly exposed to unknown and uncertain elements, as well as substantial environmental risks, making the need for robust and adaptable skills more pressing than ever. The ability to engage in responsive strategy formulation in the face of rapid and potentially extreme environmental change necessitates a leadership style that prioritises specialised experiential knowledge of internal and external stakeholders and the capacity to develop organisational settings that facilitate collaborative ways of working. This book examines how contemporary organisations might adapt in the face of deteriorating environmental conditions. The chapters include adaptive processes to boost responsiveness, the adoption of green and open strategies, as well as "maverick" approaches to resource management and driving innovation, all with the goal of developing solutions that can sustain corporate development and performance.