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Although quasi-internal resources—such as strategic alliances, long-term partnerships, and collaborative networks—typically enhance a firm's adaptability, their effectiveness can be compromised in crisis situations due to supply chain disruptions, strained partnerships, and volatile market conditions. This research explores how quasi-internal resources influence firm performance through the trade-off between corporate social responsibility (CSR) and business innovation, with a particular focus on the moderating role of market environmental uncertainty. We developed a theoretical model grounded in resource dependence theory and tested our hypotheses using PLS-SEM analysis on data from 397 valid questionnaires collected from various companies. The findings reveal that quasi-internal resources do not directly enhance firm performance during large-scale emergencies. However, they play a critical role in strengthening the trade-off between CSR and business innovation, particularly through strategic adjustments and decision-making processes, which mediate their impact on performance. Conversely, the trade-off in incentive mechanisms does not significantly mediate this relationship. Additionally, market environmental uncertainty positively moderates the relationship between quasi-internal resources and the trade-offs in incentive mechanisms and decision-making processes, but it does not significantly affect strategic adjustments. These insights underscore the importance of strategic resource management in sustaining firm performance amidst uncertainty. [ABSTRACT FROM AUTHOR]

Background/Purpose: This work is focused on the variables that influence the outcomes of mergers and acquisitions, by learning from past mistakes, adopt better strategies and make wiser decisions to enhance the outcomes of their mergers and acquisitions. Using a qualitative approach, this research contributes to existing knowledge on mergers and acquisitions performance by exploring the cultural, managerial and organizational factors dimensions through an integrative approach using multiple perspectives.

The purpose of this paper is to discuss the relevance of data science in Medical Affairs (MA) functions in the pharmaceutical industry, where data is becoming more important for the execution of activities and strategic planning in the health industry. This study analyses pharmaceutical companies who have a data science strategy and the variables that can influence the definition of a data science strategy in pharma companies in opposite to other pharmaceutical companies without a data science strategy. The current paper is empirical and the research approach consists of verifying the characteristics and differences between those two types of pharmaceutical companies. A questionnaire specifically for this research was developed and applied to a sample of 280 pharma companies. The development and analysis of the questionnaire was based on a Systematic Literature Review of studies published up to (and including) 2017 through a database search and backward and forward snowballing. In total, we evaluated 2247 papers, of which 11 included specific data science methodologies criteria used in medical affairs departments. It was also made a quantitative analysis based on data from a questionnaire applied to a Pharma organization. The findings indicate that there is good evidence in the empirical relation between Data Science and the strategies of the organization. [ABSTRACT FROM AUTHOR]

The Information Technology sector has been using proximity offshoring (near-shoring) as common practice over the past 2 decades, mainly for software development projects. Using a large business transformation project from a global consumer goods company as a single case study, the present paper analyses the benefits and key challenges of incorporating such delivery models in these types of projects, focusing its attention mainly on the financial and quality aspects. The analysis suggests that, when compared to traditional services delivery (on-site consultants), near-shoring practices can have a very positive financial impact for the vendor and the customer, translating into an increase on the Return on Investment (ROI) without a significant increase of risks or losses in quality - The project's cost can have a significant reduction on the vendor side, with a consequent reduction to the end client. Regardless these benefits, it is suggested that traditional consulting still plays an un-replaceable role in these types of projects. Furthermore, it is suggested that it is equally important the commitment from top management for such initiatives. [ABSTRACT FROM AUTHOR]

In a historical retrospective, although the existing literature calls the management consulting industry an extraordinary sector and a unique phenomenon in the business context, in fact these statements are not accompanied by a number of academic studies that emphasize the importance of the effective management consultant’s work. To battle the lack of studies in this emerging area, this article aims to understand the most important factors from the perspective of consultants and managers to build successful relationships in management consulting projects. Semi-structured interviews and questionnaires were conducted to management consultants and SME managers. Our findings suggests competence and experience of consultants, their ability to understand clients, their professionalism and credibility, the transparency of the processes, values and goals they can put in the performance of their work are the five key factors for building successful relationships. [ABSTRACT FROM AUTHOR]

In a historical retrospective, although the literature calls the management consultancy industry as an extraordinary industry and a unique phenomenon in the business context, in fact the studies in this area do not bring to the state of the art actions and interactions in the field of strategic research and the research field of social complexity and causal ambiguity of basic view analysis of resources. Emphasizing the study in the fields H and G type in nine areas of research "strategy-as-practice" and from an empirical analysis in the form of semi-structured interviews and questionnaires given to management consultants and managers of SMEs in Portugal, this article presents a set of actions and strategic guidelines for the management consultants that can lead efficiently toward higher levels of organizational performance. [ABSTRACT FROM AUTHOR]