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Strategic Flexibility, Manager Personality, and Firm Performance: The Case of Indian Automobile Industry

Published on Mar 1, 2019in Global Journal of Flexible Systems Management
· DOI :10.1007/s40171-018-0204-x
Kumar Shalender1
Estimated H-index: 1
(Chitkara University),
Rajesh Kumar Yadav2
Estimated H-index: 2
(Amity University)
Abstract
The study aims to examine the relationship between manager personality, strategic flexibility, and firm performance. Using the five-factor personality model, the study hypothesizes the relationship between manager personality and strategic flexibility. Further, we propose that strategic flexibility mediates the relationship between manger personality and firm performance. A sample of 162 managers from various automobile companies is used for conducting empirical analysis. The findings of the study highlight the important role of managers’ personality in deciding strategic direction of the firm and hence performance of the company. Our research contributes to literature by delineating how each facet of the personality either augments or inhibits the development of strategic flexibility in an organization.
  • References (135)
  • Citations (4)
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The purpose of the research is to identify the critical challenges that are impeding the adoption of e-mobility in India. It also aims to give a roadmap how to address these challenges while taking into considerations concerns of all the relevant stakeholders. Based on an in-depth literature review, an exploratory research design is employed to delve deep into various aspects of e-mobility. This is followed by a three-phase Delphi technique to identify and rate the e-mobility challenges in the I...
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A comprehensive strategy of an automobile-manufacturing company describes the methodology to create value for its shareholders, i.e., customers, suppliers, employees and society at large. A strategic value chain framework has been developed for the Indian car manufacturing industry. The concept of balanced scorecard, Kaplan and Norton (Harv Bus Rev 70(1):71–79, 1992), and strategy maps, Kaplan and Norton (Strategy maps—converting intangible assets into tangible outcomes. Harvard Business School ...
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AbstractUndergirded by theoretical foundation of extant literature, this article conceives, conceptualizes, constructs, develops and validates marketing flexibility measurement scale (AUTOFLEX) for automobile companies. Study uses two stages of empirical data analysis in order to first develop and then validate AUTOFLEX scale. AUTOFLEX scale developed in this research is 26-item scale of six different dimensions: Price, Customer Orientation, Product, Place, Promotion and Structural Hierarchy. Sc...
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