The decisive point of financial encroachment of supply chain management has been an ongoing interest. Forming on the operations strategy literature, this study examines the links between the supply chain fit (i.e. strategic consistency between the product ‘supply and demand uncertainty and emphasizing on supply chain Structure/design) and financial performance of the firm. We define firms with supply chain fit as firms where the products’ supply and demand uncertainty and supply chain responsiveness perfectly match the outcome. The data supports the hypothesis that supply chain fit is positively linked with financial performance of the firm. Contrary to it, supply chain misfit (negative misfit and positive misfit) has a negative relation with firm’s performance. negative misfit is defined as firms that designed their supply chains to support responsiveness while the products’ supply and demand is quite certain and the products are predictable. Positive misfit is defined as firms that designed their supply chains to support efficiency while the products’ supply and demand is rather uncertain and the products are unpredictable.

The purpose of this study was to identify external and internal forces shaping HRM practices in textile industry of Pakistan. The study aimed at describing the context-specific HRM practices in textile industry. Interviews were used as a source of primary data collection. Taking Faisalabad city as a case, top HRM officials from ten respondent organizations in textile industry were interviewed. An interpretive approach to research design was adopted using ‘human as an instrument’ for data analysis. Findings suggest that due to extensive competition in last few years HR planning has received serious attention in textile industry. Countries like China, India, and Bangladesh are posing huge threats to the industry. The industry is at best dominated by family owned businesses and now the young generation, after education from abroad, is taking charge of their parents. Assumptions about workers are getting transformed. Fresh leaders are thinking different from their predecessors. However, there is a state of inertia in textile industry where young leaders have an uphill task ahead to remove the obstacles in the course of change.

Since SMEs play a vital role in the development of a nation, it is important to gain a better understanding of the success factors involved. Authors have categorized the factors that influence enterprises success into tangible and intangible factors. Quite a number of studies have therefore investigated the tangible factors and how they affect enterprises success. However, intangible factors have not been given considerable attention despite their importance in determining enterprise success. Thus, this indicates that studies focusing on intangible factors are rare and limited. Due to this, the paper explores intangible factors and how they affect enterprise success. The paper then provides a conceptual framework to look into intangible factors in relation to enterprises success in Malaysia.

Despite the best intentions and a lot of hard work, strategic planning most predictably fails. It’s not that strategic planning is a bad idea but there are some barriers which involve in its failure. This paper explores how and where strategic planning goes awry and what executives can do about it. The study finds some of the most common barriers in effective strategic planning like, strict time limits, identical procedures, lack of accountability, power and influence which organizations frequently face in strategy formulation and implementation. It is concluded that, in order to achieve the goal of effective strategic planning, effective change management and leadership are indispensable. On the one hand, it is mandatory for the leadership to involve employees in decision making process, along with the explicit description of their roles within the organization, and on the other hand, full mechanism of employees’ accountability and regular checks are required to remove these barriers.

This paper is based on the South Asian culture, social institutions and entrepreneurship in particular to Sri Lankan entrepreneurship. Sri Lankan culture demonstrates various complex and unique behavioral patterns. Sri Lankan entrepreneurial culture can be identified to have evolved through two different routes. One can be traced to the origins of Sri Lankan civilization and the other to the western influence, originating from the Industrial Revolution, and imposed through colonization which systematically destroyed the indigenous feudal system. Moreover, the ideology of entrepreneurship training and education in Sri Lanka is exclusively western in origin and character. Observations of this research showed that the heart and the mind of such a system often do not work together and this conflict is apparent. This article focuses on disappointment of continuation of such knowledge by questioning, how such ideologies actually take root and bear fruit in the Sri Lankan setting which demonstrates complex and unique behavioral socio-cultural patterns. This article concludes that utilizing western ideologies could further worsen the effectiveness of entrepreneurship development in Sri Lanka.

Leadership has significant impact on strategic management process. Especially it helps to determine the vision and mission of the organization. Further, it facilitates the organization to execute effective strategies to achieve that vision. The purpose of this paper is to find out the role of leadership in strategy formulation and implementation by reviewing the existing literature. The study reveals that leadership serves as a link between the soul and the body of an organization. For the successful implementation of strategies, the challenge of leadership is to be strong but not rude, be kind but not weak, be bold but not bully, be thoughtful but not lazy, be humble but not timid, be proud but not arrogant, have humor but without folly. (Jim Rohm). During the strategic management process leadership performs the various roles such as innovator, strategist, care taker, analyst, guide, organizer, motivator, developer, change enabler or change driver, decision maker, collaborator, risk manager, debtor, and evaluator. In the recipe of strategic management process the most important ingredients are leader’s responsibility, loyalty, power, motivation, awareness, articulacy (clarity), consistency and reliability.

This research paper investigates the impact of five factors indirectly on entrepreneurial supply chain management competence and two other factors SCM strategies and performance of firm. Five important factors play an important role on entrepreneurial SCM competence in Faisalabad, Pakistan. Innovativeness orientation, risk-taking characteristics, pro activeness, relational capital, coordination capability, scm strategies and performance are the multi-dimensional factors effecting entrepreneurial SCM competence. This research paper uses the regression analysis to analyze the data collected from two manufacturing small and medium enterprises companies of Faisalabad in Pakistan. Innovativeness orientation, risk_ taking characteristics, pro activeness orientation, relational capital and coordination capability have significant relationship with entrepreneurial SCM competence and SCM strategies between manufacturing smes. SCM strategies and performance have also significant relationship but entrepreneurial SCM competence and firm performance have insignificant relationship between them. Our findings show the SCM strategies impact and effect on firm’s performance.

The present study is conducted in order to determine Relationship between Management Efficiency and Corporate Governance. The main purpose of the financial management is focused on maximizing the shareholder’s wealth. The conflict of interest among shareholders and managers can lead to the abnormal behavior of the managers which is mostly directed toward their own interest not the institutional owners of the firm. This is finally effective on the management efficiency. In doing so, the findings reveal that institutional shareholders and non-executive members of the board are significantly related to the management efficiency. This relationship is not the same as the two other mechanisms of the corporate governance.

This research has been conducted having twofold purposes; first one is to evaluate the degrees at which manufacturing and service sector’s organizations of Pakistan are learning organization—based on Peter M. Senge’s five disciplines. Secondly, determining the role of learning facilitators, like Culture, Structure, HRM, MIS, and Leadership in transformation to learning organization. Questionnaire encompassing both learning disciplines and facilitators was used to collect information. Fifty employees were randomly selected from both sectors, representing four companies—two from each sector. A descriptive analytical methodology and Pearson correlation coefficient was used to analyze the data. The results revealed that both sectors are on the way towards learning, but need improvements. There is no significant difference between the learning of manufacturing and service sector organizations. In service sector, learning facilities and learning disciplines have positive relationship, while learning facilitators do not play significant role in manufacturing sector.

This paper investigates five disciplines of learning organizations—system thinking, team learning, mental models, shared vision, and personal mastery—as facilitators toward a learning organization. Arithmetic Means and Standard Deviations are calculated for variable responses collected through five point Likert Scale. Majority of the means are above the mean of scale i.e. 3, which shows that all are making contribution towards transforming organizations into learning organizations. It was, however, found that team learning (Mean 3.89) was the strongest predictor of learning organization in IT sector. System thinking (Mean 3.84), Personal mastery (Mean 3.78), Shared vision (Mean 3.60), and Mental models (Mea 3.51) have been found to be the second, third, fourth, and fifth most significant predictors of learning organizations, respectively. Cronbach Alpha of all the dimensions has been calculated separately to ensure the reliability of the instrument.

Branding is considered a linchpin to attain sustainable competitive advantage in current global business environment. While a sizable quantum of research work deliberates on determining the constituents of a winning branding strategy, a little attention has been given to the implications of size of an organization in its brand development endeavors. Size is one of the contextual dimensions of organizations which set course of the organizations’ functionality and business strategy. This article reviews the theoretical underpinnings of related paradigms to argue that small and medium enterprises, on account of their size and distinct business processes, endure inherited disadvantages in building brands and therefore require support interventions, like Common Facility Centers and Cluster marketing initiatives, to develop brands and stay competitive in their global competition.