All Outputs (5)

Toward a View of Complementarity: Trust and Policy Influence Effects of Corporate Social Responsibility and Corporate Political Activity (2014)
Journal Article
Liedong, T. A., Ghobadian, A., Rajwani, T., & O’Regan, N. (2015). Toward a View of Complementarity: Trust and Policy Influence Effects of Corporate Social Responsibility and Corporate Political Activity. Group and Organization Management, 40(3), 405-427. https://doi.org/10.1177/1059601114560064

© The Author(s) 2014. The extant literature argues that nonmarket strategies can establish, sustain, or enhance a firm’s competitive advantage. Less clear is how and why effective nonmarket strategies influence a firm’s competitiveness. Moreover, the... Read More about Toward a View of Complementarity: Trust and Policy Influence Effects of Corporate Social Responsibility and Corporate Political Activity.

Rays of uniqueness - cloud in multinational organisations: Challenge to traditional business system alignments (2014)
Presentation / Conference
Mitra, A., O'Regan, N., & Ruan, X. (2014, November). Rays of uniqueness - cloud in multinational organisations: Challenge to traditional business system alignments. Paper presented at I3E 2014, Sanya, China

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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.