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Strategic business unit

About: Strategic business unit is a research topic. Over the lifetime, 2349 publications have been published within this topic receiving 99605 citations. The topic is also known as: SBU.


Papers
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Journal ArticleDOI
TL;DR: Generalizable relationships large enough to have substantial practical value were found between unit-level employee satisfaction-engagement and business-unit outcomes of customer satisfaction, productivity, profit, employee turnover, and accidents.
Abstract: Based on 7,939 business units in 36 companies, this study used meta-analysis to examine the relationship at the business-unit level between employee satisfaction-engagement and the business-unit outcomes of customer satisfaction, productivity, profit, employee turnover, and accidents. Generalizable relationships large enough to have substantial practical value were found between unit-level employee satisfaction-engagement and these business-unit outcomes. One implication is that changes in management practices that increase employee satisfaction may increase business-unit outcomes, including profit.

4,113 citations

Journal ArticleDOI
TL;DR: In a multi-unit organization, each unit can learn from each other and benefit from new knowledge developed by other units as mentioned in this paper, and knowledge transfer among organizational units provides opportunities for mutual learning and interunit cooperation that stimulate the creation of new knowledge and contribute to organizational units' ability to innovate.
Abstract: Inside a multiunit organization, units can learn from each other and benefit from new knowledge developed by other units. Knowledge transfer among organizational units provides opportunities for mutual learning and interunit cooperation that stimulate the creation of new knowledge and, at the same time, contribute to organizational units' ability to innovate (e.g., Kogut & Zander, 1992; Tsai &

3,603 citations

Journal ArticleDOI
TL;DR: The authors examines the usefulness of subjective performance measures, obtained from top management teams, when problems are encountered in obtaining accurate performance data, such as when all or parts of such data are inextricably interwoven with corporate-wide data.
Abstract: Strategic management researchers often encounter problems obtaining objective measures of selected aspects of organizational performance that are reliable and valid. With privately-held firms, such data are frequently unavailable. With conglomerate business units, all or parts of such data are inextricably interwoven with corporate-wide data. This paper examines the usefulness of subjective performance measures, obtained from top management teams, when problems are encountered in obtaining accurate performance data.

3,323 citations

Book
01 Sep 2000
TL;DR: In this article, the authors describe how Mobil became a Strategy-Focused Organization by translating the Strategy to Operational Terms and building Strategy Maps in private sector companies and aligning the Organization to create synergies.
Abstract: Preface 1 Creating the Strategy-Focused Organization 2 How Mobil Became a Strategy-Focused Organization Part One: Translating the Strategy to Operational Terms 3 Building Strategy Maps 4 Building Strategy Maps in Private Sector Companies 5 Strategy Scorecards in Nonprofit, Government, and Health Care Organizations Part Two: Aligning the Organization to Create Synergies 6 Creating Business Unit Synergy 7 Creating Synergy through Shared Services Part Three: Making Strategy Everyone's Everyday Job 8 Creating Strategic Awareness 9 Defining Personal and Team Objectives 10 The Balanced Paycheck Part Four: Making Strategy a Continuous Process 11 Planning and Budgeting 12 Feedback and Learning Part Five: Mobilizing Change through Executive Leadership 13 Leadership and Mobilization 14 Avoiding the Pitfalls Frequently Asked Questions Index About the Authors

2,202 citations

Journal ArticleDOI
TL;DR: In this article, the authors used measures of leadership, locus of control, and support for innovation to predict the consolidated unit performance of 78 managers and found that three transformational-leadership measures were associated with a higher internal locus and significantly and positively predicted business-unit performance over a 1-year interval.
Abstract: The authors used measures of leadership, locus of control, and support for innovation to predict the consolidated-unit performance of 78 managers. Results revealed that 3 transformational-leadership measures were associated with a higher internal locus of control and significantly and positively predicted business-unit performance over a 1-year interval. Transactional measures of leadership, including contingent reward and management by exception (active and passive), were each negatively related to business-unit performance. Causal relationships between the transformational-leadership behaviors and unit performance were moderated by the level of support for innovation in the business unit

2,189 citations


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Performance
Metrics
No. of papers in the topic in previous years
YearPapers
202317
202241
202139
202063
201964
201887