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All Outputs (102)

Servitization as a driver for organizational change (2014)
Journal Article
Vendrell-Herrero, F., Parry, G., Bustinza, O., & O'Regan, N. (2014). Servitization as a driver for organizational change. Strategic Change, 23(5-6), 279-285. https://doi.org/10.1002/jsc.1976

Servitization is the move towards selling traditional product to selling a wide range of product-service bundle combinations. This movement contributes to firm sustainability and profitability and hence the competitiveness of nations. Key points:... Read More about Servitization as a driver for organizational change.

Top Managers and Information Systems: ‘Crossing the Rubicon!’ (2014)
Journal Article
Loonam, J., McDonagh, J., Kumar, V., & O'Regan, N. (2014). Top Managers and Information Systems: ‘Crossing the Rubicon!’. Strategic Change, 23(3-4), 205-224. https://doi.org/10.1002/jsc.1971

Copyright © 2014 John Wiley & Sons, Ltd Supporting information systems requires both thought and action, which managers should consider in a consistent roadmap before ‘crossing the Rubicon’ to adopt such systems.

The Organizing Dimensions of Strategic Foresight in High-Velocity Environments (2014)
Journal Article
Sarpong, D., & O'Regan, N. (2014). The Organizing Dimensions of Strategic Foresight in High-Velocity Environments. Strategic Change, 23(3-4), 125-132. https://doi.org/10.1002/jsc.1965

Copyright © 2014 John Wiley & Sons, Ltd Strategic foresight promotes the enactment of organizationally useful actions and repertoires which enhance the entrepreneurial capabilities of firms embedded in high-velocity environments.

The strategic implication of monetary control: An empirical investigation of the Indian economy (2013)
Journal Article
Kumari, A., Kumar, V., Brady, M., & O'Regan, N. (2013). The strategic implication of monetary control: An empirical investigation of the Indian economy. Strategic Change, 22(5-6), 327-338. https://doi.org/10.1002/jsc.1943

Emerging economies have struggled hard to keep inflation low at the same time as facilitating high economic growth. These economies always attempt to execute strategic policy framework to curb inflation which in-turn affect the growth rate. This pape... Read More about The strategic implication of monetary control: An empirical investigation of the Indian economy.

The Effects of Cross-border and Cross-industry Mergers and Acquisitions on Home-region and Global Multinational Enterprises (2013)
Journal Article
Kling, G., Ghobadian, A., Hitt, M. A., Weitzel, U., & O'Regan, N. (2014). The Effects of Cross-border and Cross-industry Mergers and Acquisitions on Home-region and Global Multinational Enterprises. British Journal of Management, 25(SUPPL.1), S116-S132. https://doi.org/10.1111/1467-8551.12023

We examine the effects of international and product diversification through mergers and acquisitions (M&As) on the firm's risk-return profile. We identify the rewards from different types of M&As and investigate whether becoming a global firm is a va... Read More about The Effects of Cross-border and Cross-industry Mergers and Acquisitions on Home-region and Global Multinational Enterprises.

Dynamic capabilities in a sixth-generation family firm: Entrepreneurship and the Bibby Line (2013)
Journal Article
Jones, O., Ghobadian, A., O'Regan, N., & Antcliff, V. (2013). Dynamic capabilities in a sixth-generation family firm: Entrepreneurship and the Bibby Line. Business History, 55(6), 910-941. https://doi.org/10.1080/00076791.2012.744590

In this paper we draw on the theory of dynamic capabilities to examine development of the only surviving family-owned Liverpool shipping company. The Bibby Line was founded in 1807 to take advantage of the growing sea-trade based in Liverpool. The co... Read More about Dynamic capabilities in a sixth-generation family firm: Entrepreneurship and the Bibby Line.

Managing Performance in a Volatile Environment: Contrasting Perspectives on Luck and Causality (2012)
Journal Article
Parnell, J. A., Dent, E. B., O'Regan, N., & Hughes, T. (2012). Managing Performance in a Volatile Environment: Contrasting Perspectives on Luck and Causality. British Journal of Management, 23(SUPPL. 1), 104-118. https://doi.org/10.1111/j.1467-8551.2012.00815.x

Performance management is an increasingly perilous and challenging activity for many firms, and involves understanding the drivers of performance as well as its measurement. Academics tend to see performance in terms of rationality, whereas business... Read More about Managing Performance in a Volatile Environment: Contrasting Perspectives on Luck and Causality.

Marketing as an applied science: Lessons from other business disciplines (2012)
Journal Article
Hughes, T., Bence, D., Grisoni, L., O'Regan, N., & Wornham, D. (2012). Marketing as an applied science: Lessons from other business disciplines. European Journal of Marketing, 46(1), 92-111. https://doi.org/10.1108/03090561211189257

Purpose: This paper seeks to investigate what the marketing field can learn, with regard to the academic/practitioner divide, from other management disciplines that have a range of different relationships with their respective practitioners. Design/m... Read More about Marketing as an applied science: Lessons from other business disciplines.

Editorial: The evolving field of family business (2011)
Journal Article
Collins, L., & O'Regan, N. (2011). Editorial: The evolving field of family business. Journal of Family Business Management, 1(1), 5-13. https://doi.org/10.1108/20436231111122245

This editorial seeks to provide an outline and reasoning for the launch of the new Journal of Family Business Management (JFBM). The paper explains how the family business subject area has developed in previous years and highlights the authors' views... Read More about Editorial: The evolving field of family business.

Scholarship that matters: Academic-practitioner engagement in business and management (2011)
Journal Article
Hughes, T., Bence, D., Grisoni, L., O'Regan, N., & Wornham, D. (2011). Scholarship that matters: Academic-practitioner engagement in business and management. Academy of Management Learning and Education, 10(1), 40-57. https://doi.org/10.5465/AMLE.2011.59513272

Our research explores academic-practitioner engagement by undertaking interviews with academics, practitioners, and other experts with relevant engagement experience. The findings highlight the problem of thinking narrowly about the different ways in... Read More about Scholarship that matters: Academic-practitioner engagement in business and management.

Generic strategies and performance - evidence from manufacturing firms (2011)
Journal Article
Nandakumar, M. K., O'Regan, N., & Ghobadian, A. (2011). Generic strategies and performance - evidence from manufacturing firms. International Journal of Productivity and Performance Management, 60(3), 222-251. https://doi.org/10.1108/17410401111111970

Purpose: The purpose of this study is to examine the relationship between business-level strategy and organisational performance and to test the applicability of Porter's generic strategies in explaining differences in the performance of organisation... Read More about Generic strategies and performance - evidence from manufacturing firms.

Technology outsourcing in manufacturing small- and medium-sized firms: Another competitive resource? (2011)
Journal Article
O'Regan, N., & Kling, G. (2011). Technology outsourcing in manufacturing small- and medium-sized firms: Another competitive resource?. R&D Management, 41(1), 92-105. https://doi.org/10.1111/j.1467-9310.2010.00626.x

Based on a sample of UK manufacturing small- and medium-sized firms in the engineering and electronics industry, the study identifies firm- and industry-specific factors that stimulate R&D outsourcing and assesses the impact of R&D investment and out... Read More about Technology outsourcing in manufacturing small- and medium-sized firms: Another competitive resource?.

The strategic defence review 1998: Politics, power and influence in government decisions (2011)
Working Paper
Grattan, R., Parry, G., & O'Regan, N. The strategic defence review 1998: Politics, power and influence in government decisions. Bristol

This study explores the UK Strategic Defence Review [SDR] 1997/98 from a strategy process perspective. The review in contrast to previous reviews was intended to be transparent and policy rather than resource led. The paper adopts a case study approa... Read More about The strategic defence review 1998: Politics, power and influence in government decisions.

Training in SMEs and its relationship to profitability (2010)
Journal Article
O'Regan, N., Stainer, L., & Sims, M. (2010). Training in SMEs and its relationship to profitability. International Journal of Human Resources Development and Management, 10(2), 166-181. https://doi.org/10.1504/IJHRDM.2010.031442

The continuous development of employee potential is dependent on training at every level to acquire improved skills. While attention has been devoted to its contribution within organisations, there is a dearth of research on its effectiveness within... Read More about Training in SMEs and its relationship to profitability.

Business-level strategy and performance: The moderating effects of environment and structure (2010)
Journal Article
Nandakumar, M. K., Ghobadian, A., & O'Regan, N. (2010). Business-level strategy and performance: The moderating effects of environment and structure. Management Decision, 48(6), 907-939. https://doi.org/10.1108/00251741011053460

Purpose: This study aims to examine the moderating effects of external environment and organisational structure in the relationship between business-level strategy and organisational performance. Design/methodology/approach: The focus of the study is... Read More about Business-level strategy and performance: The moderating effects of environment and structure.

Revitalising an oil giant: An interview with Dr Tony Hayward, Chief Executive of BP (2010)
Journal Article
O'Regan, N., & Ghobadian, A. (2010). Revitalising an oil giant: An interview with Dr Tony Hayward, Chief Executive of BP. Journal of Strategy and Management, 3(2), 174-183. https://doi.org/10.1108/17554251011041805

© 2010, © Emerald Group Publishing Limited. Purpose – The purpose of this paper is to demonstrate how key strategic decisions are made in practice at a successful FTSE 100 company. Design/methodology/approach – The paper is based on semi-structured i... Read More about Revitalising an oil giant: An interview with Dr Tony Hayward, Chief Executive of BP.

Strategic thinking in family businesses (2010)
Journal Article
Collins, L., O'Regan, N., Hughes, T., & Tucker, J. (2010). Strategic thinking in family businesses. Strategic Change, 19(1-2), 57-76. https://doi.org/10.1002/jsc.858

Abstract: This practitioner orientated paper seeks to understand better how management knowledge is created, shared and disseminated in family businesses (FBs). It outlines the initial findings from an exploratory study with senior managers of 20 FBs... Read More about Strategic thinking in family businesses.

A serial successful strategic transformer of businesses: An interview with Anthony Habgood, Chairman of Whitbread plc, Reed Elsevier plc and former CEO and Chairman, Bunzl plc (2010)
Journal Article
O'Regan, N., & Ghobadian, A. (2010). A serial successful strategic transformer of businesses: An interview with Anthony Habgood, Chairman of Whitbread plc, Reed Elsevier plc and former CEO and Chairman, Bunzl plc. Journal of Strategy and Management, 3(1), 72-78. https://doi.org/10.1108/17554251011019422

© 2010, © Emerald Group Publishing Limited. Purpose – The purpose of this paper is to demonstrate how key strategic decisions are made in practice at successful FTSE 100 companies. Design/methodology/approach – The paper is based on a semi-structured... Read More about A serial successful strategic transformer of businesses: An interview with Anthony Habgood, Chairman of Whitbread plc, Reed Elsevier plc and former CEO and Chairman, Bunzl plc.