In recent years, there are increasing widespread indications in the body of knowledge that the use of high performance business and economic practices, including inclusive organizational structure (e.g., design and control), organizational leadership (e.g., motivation and culture management), and extensive strategic management (e.g., strategic analysis and choice) can achieve desired goals and outcomes, help adapt the firm to the influence of a changing environment, create value for owners, customers and employees, produce and facilitate motivation and coordination of employees, and accommodate ongoing challenges of diversity and ethics.
A firm’s business and economic practices and polices are important in the development and execution of strategic business plan.
A key insight is that we explore, examine, and provide a finer-grained analysis and conclusion.
When a firm’s competitive strategy is aligned with business and economic policies and practices, they can help create a source of sustained competitive advantage.
We believe that the provision of a useful complement and capabilities and in turn an appropriate combination or integration, adoption, and implementation of structural systems, powerful leadership, and strategic choices is likely to contribute most to firm performance.
Our research progress from description to testable prediction. This progression has in turn spawned and produced a multiple and variety of variables designed to increase firm performance.
Organization can be led to higher performance when its members spend more time engaged in business and economic practices.