https://www.sciedu.ca/journal/index.php/jms/issue/feedJournal of Management and Strategy2023-12-11T01:09:08-08:00Catherine Youngjms@sciedupress.comOpen Journal Systems<img style="float: right; padding-left: 20px; padding-right: 20px;" src="/journal/public/site/images/jms/JMS.jpg" alt="" width="300" /><p>Journal of Management and Strategy publishes peer-reviewed articles on the key aspect of management and strategy. It aims to provide academic theory and management practice to researchers and managers in corporate strategy, leadership, management, organization theory, operations management, supply chain management, strategic marketing, and other areas related with management and strategy. </p><p>The journal is published<strong> semiannually (May & November)</strong> in both <strong>online</strong> and <strong>printed</strong> versions. All publications are open access in full text and free to download.</p>https://www.sciedu.ca/journal/index.php/jms/article/view/24032Mindfulness Practices for Ethical Leadership in a Post Covid-19 World2023-12-10T23:31:29-08:00Hema A Krishnankrishnan.hema@yahoo.com<p>Does embracing a practice of mindfulness nurture and sustain ethical leadership skills in top managers? In this conceptual paper, an attempt has been made to address the question. In the aftermath of Covid-19, existing leadership practices need to be reevaluated and revitalized to meet the expectations of an increasingly interdependent, uncertain, and rapidly changing global business environment. The business environment needs top managers who are able to sustain their ethical leadership skillset, which involves strategic thinking, the capacity to learn, the capacity to change, and managerial wisdom (Boal & Hooijberg, 2001). Drawing on upper echelons theory, and the ethical leadership framework, first, the characteristics of ethical leaders are outlined. Next, drawing on the theories of social and cognitive psychology, neuroscience, and medicine, the importance of mindfulness to cultivate ethical leadership qualities is highlighted. Finally, mindfulness tools are offered for managers for sustained ethical leadership.</p>2023-08-01T01:20:49-07:00Copyright (c) 2023 Journal of Management and Strategyhttps://www.sciedu.ca/journal/index.php/jms/article/view/24460Exploring the Impact of Social Exchange Factors on Organizational Commitment: A Study of Development Bank of Ethiopian Amhara Region Branches2023-12-10T23:31:29-08:00Kebede Molla Melkamumollamelkamu1974@gmail.com<p>Despite the extensive research on organizational commitment, studies that specifically examine the impact of social exchange factors on organizational commitment are needed. More empirical evidence of the effects of social exchange is necessary because most studies have been conducted in developed countries, and less is done in the context of development banks in Ethiopia. Consequently, this research aims to examine the impact of social exchange factors on organizational commitment among Bank employees by investigating the association between work environment, job security, pay satisfaction, and involvement in decision-making with employees' organizational commitment. Using a census sampling technique, 208 employees filled out Likert-scale questionnaires to collect cross-sectional data and utilized multiple linear regression to test the hypothesis. Descriptive and inferential statistics were employed to examine the data using STATA 17. The findings indicate that the mean value for job security, pay satisfaction, Participation in decision-making, and organizational Commitment was above average. Weighted least square estimation was fitted where Payment satisfaction (B=0.202, P_value<0.06), job security (B=0.25, P_value<0.001), Participation in decision making (B=0.28, P_value<0.001) were significant and had a positive effect however work environment (B=0.05, P_value<0.48) is not effective at a 5% level of significance. This W.L.S. result suggests that employees are committed to D.B.E. However, the work environment was insignificantly related to organizational commitment.</p><p>In conclusion, the results indicate that job security, pay satisfaction, and Participation in decision-making are significant determinants of organizational commitment. However, the work environment has little impact on employees' commitment to the organization; these help the Bank continue its strategy with moderate changes for the best outcome above average, develop strategies to enhance employee commitment and improve organizational performance. The study highlights the importance of job security, fair compensation, and the opportunity for employees to participate in decision-making processes to increase commitments.</p>2023-10-24T00:36:47-07:00Copyright (c) 2023 Journal of Management and Strategyhttps://www.sciedu.ca/journal/index.php/jms/article/view/24555Learning Orientation and Competitive Advantage of Insurance Companies in Kenya: The Moderating Role of Senior Executive Team Integration2023-12-10T23:31:29-08:00Joseph K Koskeyjkoskey70@gmail.comZachary B Awinojkoskey70@gmail.comPeter K Obonyojkoskey70@gmail.comX N Irakijkoskey70@gmail.com<p>Studies on learning orientation have gained increasing momentum over time; and the proliferation which; shows no indication of abating. This study aimed to advance knowledge and was based on the premise that learning orientation affected competitive advantage through the moderating effect of senior executive team integration. The study was anchored on the dynamic capabilities’ theory. The overall objective of the study was to examine the effect of senior executive team integration on the relationship between learning orientation and competitive advantage of insurance companies in Kenya. The study employed a positivist research philosophy and a descriptive cross-sectional survey design. The population of study comprised all the 56 insurance firms registered and licensed by Insurance Regulatory Authority. Descriptive statistics, correlation analysis and regression analysis were used for analysis of data. Regression analysis was carried out to understand the relationships among the variables. The findings established that learning orientation had a statistically significant effect on competitive advantage of insurance firms in Kenya. However, the moderating effect of senior executive team integration on the relationship between learning orientation and competitive advantage was not statistically significant. The study concludes that for insurance firms to create and sustain competitive advantage, they must embrace a learning-oriented culture whilst recognizing that managing companies require collaborative interaction. The findings of the study validated some key theoretical frameworks in strategic management.</p>2023-11-07T17:09:29-08:00Copyright (c) 2023 Journal of Management and Strategyhttps://www.sciedu.ca/journal/index.php/jms/article/view/24867From the Perspective of the Nudge Theory, Rural Conflict Governance: A Case Study of Intermarriage in Two Chao-Shan Rural Villages2023-12-10T23:31:29-08:00Yuanyuan Huangh1223551092@126.comXiaohui Huangh1223551092@126.com<p>In certain rural areas of Southern China, a distinctive tradition prohibits intermarriage between young men and women from neighboring villages. Despite its uniqueness in the context of the new socialist rural society, this custom has become widely acknowledged among local residents. Our study, based on extensive field research, selected two adjacent villages in the Chao-Shan region (referred to as L Village and G Village) as case studies. We objectively analyzed the factors contributing to the formation of this tradition and its implications for contemporary rural governance. Applying the framework of the Nudge Theory, the research explored the practical application of flexible governance tools through a strategy of assistance in rural governance. In conclusion, this study provides policy recommendations for addressing such issues in rural governance, offering valuable insights to enhance the effectiveness of rural governance.</p>2023-08-01T00:00:00-07:00Copyright (c) 2023 Journal of Management and Strategyhttps://www.sciedu.ca/journal/index.php/jms/article/view/24271Delegation of Managerial Power: A Modern Lever for Participative Management in Cameroonian SMEs2023-12-10T23:31:29-08:00Joséphine Florentine Mbaduetjmbaduet@yahoo.fr<p>The main aim of this study is to highlight how the manager transfers her power to a company employee, whether close to the management board or not, to carry out a certain number of tasks on her behalf. An analysis of the literature revealed that, on the one hand, the delegation of power is a form of participative management that has a more or less harmful influence on the company and certain stakeholders. On the other hand, it has been shown that the delegation of power engenders an agency relationship that is a source of conflicts of interest between the delegator and the delegatee, due to non-compliance with contractual clauses or the opportunism of the delegatee, who may use any means at his disposal to definitively oust the delegator and remain in his new position for a long time. This practice does exist within companies in Cameroon, although it is not clearly defined by OHADA law.</p>2023-11-23T18:56:20-08:00Copyright (c) 2023 Journal of Management and Strategyhttps://www.sciedu.ca/journal/index.php/jms/article/view/24924Comparison of Change Management Models and Suggestions for Top Management2023-12-10T23:31:29-08:00Joonas Yli-KerttulaKeijo.Varis@turkuamk.fiKeijo VarisKeijo.Varis@turkuamk.fi<span lang="EN-US">This article presents comparison of selected change management models, including pros and cons of different models. Model comparison is done from four different perspectives: 1. Usability and scalability, 2. Effectiveness, 3. Transparency and communication, 4. Autonomous versus controlled motivating. The article concludes with comparison summary and presents suggestions for companies evaluating their change management strategies and models.</span>2023-08-01T00:00:00-07:00Copyright (c) 2023 Journal of Management and Strategyhttps://www.sciedu.ca/journal/index.php/jms/article/view/24896The Relationship Between Political Leader’s Personalities and Regional Social Governance Modernization2023-12-10T23:31:29-08:00Dengke Yuydk02093129.student@sina.comLina Leydk02093129.student@sina.com<p>The study aims to investigate the relationship between the personalities exhibited by party and government leaders and the modernization of regional social governance. It aspires to offer novel insights to empower the local governments of Chinese provinces, thereby assisting them in augmenting the modernization of social governance.</p><p>Led by upper echelons theory, we proposed an analytical framework to explore the relationship. We firstly collected the texts of the activity reports of the leaders in 31 provinces of mainland China during the years 2018 to 2020. Their personalities were discerned through the application of Latent Dirichlet Allocation (LDA) topic modeling and principal component analysis. Integrating the dimensions of processes and outcomes, we then devised an evaluation system to assess the level of regional social governance modernization. The system underwent a comprehensive evaluation employing principal component analysis. Finally, we employed regression analysis and the Quadratic Assignment Procedure (QAP) regression analysis to quantitatively assess the effect of political leader’s personalities on the modernization level of regional social governance.</p><p>According to our results, the personalities exhibited by political leaders could be classified into six dimensions, aligning with the framework proposed by Holland vocational interest theory. We revealed that the six types of personalities indeed exert influence on the modernization of regional social governance. However, compared to the effect of environmental factors such as economic conditions and the availability of skilled personnel, their explanatory power is relatively weaker. Among the identified personalities, the leaders displaying realistic and research-oriented personalities demonstrate a heightened capacity to yield substantial positive impacts on social governance modernization. Additionally, social personality also plays a discernible role in the context. Furthermore, the amalgamation of political leaders’ personalities illuminates a nuanced picture marked by moderate influence and intricate complexity.</p>2023-12-10T23:31:18-08:00Copyright (c) 2023 Journal of Management and Strategyhttps://www.sciedu.ca/journal/index.php/jms/article/view/24950Reviewer Acknowledgements for Journal of Management and Strategy, Vol. 14, No. 22023-12-11T01:09:08-08:00Catherine Youngjms@sciedupress.com<span>Reviewer Acknowledgements for Journal of Management and Strategy, Vol. 14, No. 2, 2023.</span>2023-08-01T00:00:00-07:00Copyright (c) 2023 Journal of Management and Strategy