This paper focuses on the impact of strategic leadership on operational strategy and organizational performance of the automobile industry in Malaysia with a particular focus on Proton (Perusahaan Otomobil Malaysia). Since the mid-1980s a growing body of research on leadership has focused on strategic leadership, in contrast to managerial and visionary leadership. It has focused on how lead-ers make decisions in the short term that guarantees long-term viability of the organization. Senior leaders also have the ability to align human resources in an effective way directly to the business strategy. This article focuses on how national car manufacturer, Proton, exercises strategic leadership to influence its operational strategy and performance. It examines both dependent and inde-pendent variables that influence on strategic leadership with implications for future research.

This paper presents a study to measure the effects of culture and strategic orientation on service innovation capabilities on selected banks in province of Alborz, Iran. The survey uses a questionnaire consists of 40 questions where 5 questions are associated with service innovation, 11 questions are related to strategic orientation and 24 questions measures organizational culture. Cronbach alpha for service innovation capabilities, strategic orientation and organizational culture were 0.73, 0.84 and 0.91, respectively. Using structural equation modeling as well as regression technique, the study has determined that organizational culture influences positively on structural orientation (B = 0.6, t-value = 13.56), organizational culture influences positively on service innovation capability (B = 0.43, t-value = 8.73) and finally structural orientation influences positively on service innovation capability (B = 0.35, t-value = 7.22).

There is a growing awareness of the pivotal role of technology in securing and maximizing competitive positions. This study based on primary data from two banks in Nigeria examines the relationship between technology policy and strategy dimensions. Differentiation and futurity strategy dimensions were found to be marginally dominant in the managerial practices of these firms. In addition, the study found new evidence of relationship between the strategy dimensions; and the pattern of relationship between technology policy and strategic orientations indicate the use technology to foster defensive behaviours rather than securing competitive edge. Futurity orientation was also found not to be significantly related with most of the technology policy dimensions investigated. These results are expected to provide management and management theorists with valuable practical insight into the relationship between pattern of strategic orientation and technology policy.

One of the primary managerial decisions for manufacturing units is to find out which activity must be outsourced. A good outsourcing decision is normally involved with different criteria such as core competencies, cost, technology and relative capability, risk, etc. In this paper, we present a multi criteria decision-making method to find a suitable solution for outsourcing activities called preference ranking organization method for enrichment evaluations (PROMETHEE). The proposed model of this paper uses fuzzy numbers to determine the relative importance of different criteria and it is implemented for a real-world case study of aerospace industry.