About the subject
This question addresses how firms can compete successfully in the labor market while balancing corporate profitability and what multinational firms can do to ensure diverse internal and external business practices across societal structures. It also explores how management teams ensure inclusion for stakeholder voices when information is restricted or limited by regulatory bodies or internal policies, as well as how organizations build an inclusive and collaborative workforce that ensures the voices of marginalized groups are heard.
- How can firms compete successfully in labor markets (e.g., The War for Talent) while balancing corporate profitability? What can multinational firms do to ensure diverse internal and external business practices across societal cultures?
- How do organizations with worldwide business units ensure equitable resource allocation across a global workforce?
- How do management teams ensure inclusion for stakeholder voices when information is restricted or limited by regulatory bodies or internal policies?
- How are online labor markets and task-based, spot-market hiring influencing diversity, job, and organizational design, and how are these changes impacting the sources of organizational competitive advantage?
- What stakeholder expectations related to DEI are placed on firms and how do companies meet them for the benefit of all stakeholders?
- How can firms respond to calls for DEI measures that connect investments in these initiatives with driving value?
- How do organizations build an inclusive and collaborative workforce that ensures that the voices from marginalized groups are heard?
- How can companies adapt their business strategies to meet the needs of people with disabilities while remaining competitive?
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If you’re interested in this topic, explore these SMS Special Interest Groups
Strategic Leadership & Governance Interest Group
The foundation of what is now the Strategic Leadership and Governance Interest Group (IG) began to take shape during the 2009 Strategic Management Society (SMS) term. At that time, Mason Carpenter and Bob Wiseman served as Program Chair and Associate Program Chair, respectively, of what was then the Corporate Strategy and Governance IG.
Strategic Human Capital Interest Group
The Strategic Human Capital Interest Group promotes research that sheds light on the role of human capital resources in unit and firm performance. This includes research related to the direct antecedents and outcomes of mobility, development, emergence, and deployment associated with human capital resources. Scholarship that is interdisciplinary and/or considers multiple levels of analysis is especially welcomed.
Corporate Strategy Interest Group
The Corporate Strategy Interest Group considers the decisions, actions, and outcomes associated with an organization’s portfolio of business lines. The research and practice of corporate strategy consider actions associated with changing the firm’s scope and profile of business lines including vertical integration, mergers and acquisitions, divestitures, corporate diversification strategy/organization, implementation, and performance.
The big six questions
of strategic management
This is one question in a series, the Big Six Questions of Strategic Management, aimed at bridging the worlds of scholarship and practice. These questions serve as an inspiration to guide the development of actionable insights, frameworks, tools, and resources for the SMS community.