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STRATEGIC FINANCIAL REVIEW

Strategic Financial Review is dedicated to advancing the understanding of strategic financial management and its role in driving organizational success. Our journal aims to provide a platform for researchers, practitioners, academics, and policymakers to share insights, research findings, and strategies that contribute to informed financial decision-making and sustainable growth.

INDEXING BODIES

Journal overview

• Manuscript Preparation - Guidelines
• Aims and scope

Editorial Policies

• Author's Guidelines
• Role of EIC
• Role of EBM

Feel free to download the template for your article, designed to meet our formatting standards. Although it's optional, should you choose not to use it, our designing team at Guinness Press will still ensure your manuscript aligns with our requirements upon acceptance.

Before submitting your manuscript, please ensure the following:

• Proper attribution is given to the author and permission is obtained from the original copyright holder if copyrighted material is being used.
• Keywords are included in the manuscript.
• All ethical requirements are met in the manuscript.
• References are complete and cited in sequential order in the text section of the manuscript.
• Supplemental files, if applicable, are provided.
• Conflict of interest is declared. Even if there is no conflict of interest, it must be reported.
• Figures and Tables, along with their captions if provided, are cited in the text section of the manuscript.
• The manuscript is free from grammatical and spelling errors.

1. Guidelines for Reporting

Authors are encouraged to adhere to the following guidelines when reporting their research:

• CARE: Recommended to use for case reports.
• ARRIVE: Recommended to improve the reporting of research using animal experiments.
• COREQ: Recommended for qualitative research.
• MOOSE: Recommended for meta-analyses of observational studies in Epidemiology
• STARD and TRIPOD: Recommended for diagnostic accuracy studies.
• TREND: Recommended for non-randomized trials.
• STROBE: Recommended for Observational studies.
• PRISMA: Recommended to follow for systematic review and meta-analyses.
• STREGA: Recommended for studies of genetic association.
• CHEERS: Recommended for economic evaluations.
• Consolidated Standards of Reporting Trials (CONSORT): Recommended for randomized controlled trials.

2. Submission Process

To submit your manuscript to Guinness Press, utilize our dedicated online submission system available at https://guinnesspress.org/submit-your-article. The corresponding author is tasked with the submission and will work closely with the Editorial Office throughout the process. Prior to submission, the corresponding author must confirm that all authors listed adhere to the authorship criteria outlined by the International Committee of Medical Journal Editors (ICMJE) and COPE.

3. Cover Letter

During manuscript submission, the corresponding author is required to include a cover letter, outlining the manuscript's significance. This letter should affirm, on behalf of all authors, that the submission is original and not under consideration or published elsewhere. Additionally, it should confirm agreement among all authors regarding authorship and state the absence of disputes. Please disclose any potential conflicts of interest or concerns regarding journal policies in the cover letter as well.

Authors should aim for a concise title for their manuscript, ideally spanning 10-15 words and directly reflecting the research topic. It's advisable to refrain from using abbreviations or shortened forms. Kindly adhere to these guidelines when crafting your submission's title.

5. Authors' Name and Affiliation:

The title page of the manuscript should list the full names of all authors, accompanied by their current affiliations, digital identifiers, and email addresses. Ensuring the accuracy and completeness of this information is essential for efficient communication and appropriate attribution.

6. Article Structure: Subdivision - Numbered Sections

Please organize your article into distinct, numbered sections. Subsections should be labeled as 1.1 (and then 1.1.1, 1.1.2, and so on), 1.2, and so forth. Note that section numbering excludes the abstract. Utilize this numbering system for internal cross-references, avoiding vague references to 'the text'. If necessary, provide concise headings for each subsection, ensuring each heading begins on a separate line.

7. Highlights:

While optional, we strongly encourage authors to include this section, as it could enhance the visibility of your articles. We invite you to summarize the key points of your article in 3 to 5 bullet points, enhancing its discoverability on search engines. These highlights should be submitted as a separate, editable file using 'Highlights' in the filename or provided as a distinct section within the manuscript. Utilizing 3 to 5 bullet points, each within 85 characters (including spaces), can significantly enhance your article's online visibility.

8. Abstract:

The abstract of a research article should be concise, adhering to a strict 350-word limit. It should include a brief introduction, presentation of results, and a succinct discussion. Avoid citing references within the abstract and refrain from using abbreviations.

9. Keywords:

Incorporate a minimum of 6-8 keywords in the manuscript that are directly relevant to the topic. Choose specific keywords and steer clear of generic terms such as disease, climate, environment, etc.

10. Introduction:

The introduction serves as the initial section of the manuscript, providing an explanation of the significance and background of the topic under discussion.

11. Materials and Methods:

This section should furnish details pertaining to the "Materials and Methods" employed in the research, including the original data source, materials utilized, study aim, design, and setting. Provide a comprehensive description of processes, interventions, and comparisons within the materials and methods section of the manuscript.

12. Results:

This section should encompass the main and significant findings of the study. Results of statistical analysis can be presented within the text or referenced in tables or figures.

13. Discussion:

Authors are encouraged to interpret the results in the context of previous studies and working hypotheses. Discuss the findings and their implications broadly, highlighting the limitations of the work. Future research directions may also be suggested. This section, "Discussion," may be merged with the Results section.

14. Conclusion:

Provide a concise summary of the entire article under the section "Conclusion."

15. List of Abbreviations:

If the manuscript contains abbreviations, their full forms should be provided initially. Authors are advised to include a comprehensive list of these abbreviations along with their full names under the section "List of Abbreviations," which should be placed at the end of the article.

16. Declarations

Every research article should encompass the following sections:

• Approval of ethics and consent to participate
• Permission for publication
• Availability of data and materials
• Disclosure of conflicts of interest
• Funding sources
• Contributions of authors
• Acknowledgments

17. References

Guinness Press Journals adhere to either APA reference style. Here are key points to consider when citing articles:

• Maintain Consistency in Citations: All references cited within figures, tables, or text should also be listed in the reference section of the manuscript.
• Author Count and "et al." Usage: If there are 6 or fewer authors, include all their names. For references with more than 6 authors, list the names of the first 6 authors followed by "et al." to represent the remaining authors.
• Include DOIs: Ensure to include the DOI (Digital Object Identifier) for all cited articles at the end of your references.
• Published Articles: Include only articles that have been published or accepted for publication. For published articles, provide the page numbers or article numbers.
• Accepted Articles: If an article has been accepted for publication but is pending publication, indicate its status as "In Press" within brackets.
• Avoid Citing Data Under Peer Review: Guinness Press discourages citing data that is still under peer review by any publisher.

18. Manuscript File Formats

For submitting manuscripts, the preferred file format is Microsoft Word, either in DOC or DOCX format. Editable files are essential for the review and production process. If you initially submit a non-editable file, you will need to resubmit your manuscript in a Word file.

Consider the following points:

• Utilize double-line spacing.
• Include both line and page numbering in your document.
• Ensure that any special characters used are properly embedded within the text, as they may be lost during the conversion to PDF.
• Avoid using page breaks in your manuscript

19. Figures

In accordance with the regulations detailed in the Image Manipulation section of our Ethical Guidelines, authors must obtain permission prior to incorporating copyrighted figures or any segment of a figure or table, ensuring strict adherence to the requirements of relevant licenses.

Figures should be positioned near the corresponding text rather than at the beginning or end of the document, and citations of figures within the text should follow a sequential order. Figures with multiple parts should be consolidated into a single file containing all components (a, b, c, etc.), with each figure not exceeding 10 MB in size. When utilizing graphs, labels including units should be provided for each axis.

If the manuscript is submitted in LaTex format, figures should be submitted in PDF. Following acceptance of the paper, separate figures may be necessary for production purposes.

Authors are reminded to obtain approval from the original copyright holder if figures are reproduced from any published content.

Image Size and Resolution:

As the final manuscript version will be in PDF format, figures must be prepared to align with this format.

Dimension Requirements:

• For single-column figures: Width should be 85mm
• For double-column figures: Width should be 180mm

Resolution: Ensure figures have high resolution (typically 300 dots per inch or DPI) to maintain quality when printed or viewed on-screen. Verify resolution by enlarging the figure to 150%. Blurriness indicates insufficient resolution.

Font Size: Ensure text, labels, or legends in figures are legible at expected dimensions. A font size of 8-10 points is usually suitable.

Acceptable File Types for Figures:

• Microsoft Word (single-page figures)
• PowerPoint (single-page figures)

For Vector drawings, provide EPS or PDF. Chemical structures should be prepared in CDX (ChemDraw).

Please Avoid:

• Low-quality figures
• Files with low resolution for screen use (e.g., BMP, GIF, WPG, PICT)
• Graphics larger than necessary for content

Figure Captions: Captions should consist of a concise text title separate from the figure. Provide minimal descriptions with explanations for abbreviations and symbols used.

• Table Citations: Tables should be cited in sequential order within the text section of the manuscript. It's essential to include all citations, and tables must be provided as editable Word files, not images.
• Table Layout: The table caption should be positioned above the table, with legends provided underneath.
• Large Files: For large files with multiple parts, they should be listed under Supplementary files due to formatting considerations.
• Table Numbering: When referring to tables in the text, use the format "Table 1," with the number in bold.
• Table Usage: Avoid duplicating information, ensuring that results are not repeated elsewhere in the manuscript.
• Formatting: Refrain from using shading or vertical rules in table cells.

21. Supplementary Materials

Guinness Press publishes supplementary material alongside articles to enrich content and provide readers with valuable resources. For manuscripts with innovative or extensive methodology sections, we encourage the inclusion of supplementary online materials, such as equations, data treatment methods, syntax code, example data, code books, case descriptions, research context, and detailed narratives. Additionally, images, sound clips, and method applications can further enhance your work.

If any changes are necessary for the provided supplementary file, please submit a completely new file rather than providing a correction list or annotating corrections on the previous version. It's important to note that supplementary files are published as provided, and no formatting is applied from the Publisher's side.

Online Publication Format

Please be advised that supplementary material will not be incorporated into the manuscript but will be linked on our website in the format provided by the author.

File Format and Size

It's essential to ensure that each additional file represents a single table, figure, or movie. Please avoid uploading linked worksheets or PDF files larger than one sheet. All supporting or supplementary materials should be consolidated into a single zipped file, not exceeding 4 MB in size. For data sheets, we recommend using Word, Excel, CSV, CDX, FASTA, PDF, or Zip formats. Presentations are best provided in PowerPoint, PDF, or Zip files. Images can be submitted in CDX, JPEG, EPS, TIFF, or PNG formats.

For supplementary audio files, kindly provide them in MP3 format, and for videos, use MOV, MPG, AVI, or MPEG formats. Supplementary images must be in 300 DPI, and RGB color mode should be utilized.

22. Language Editing

Prior to manuscript submission, authors are encouraged to have their work reviewed by a native English speaker or to utilize professional language editing services. This helps minimize the risk of rejection due to language inconsistencies. Manuscripts containing grammatical or typographical errors will be deemed ineligible for publication and will be returned to the author with a recommendation for correction before further consideration in the publication process. Authors are encouraged to seek professional editing services to address any language inconsistencies and errors in their manuscripts.

Aims And Scope

Strategic Financial Review welcomes original research articles, reviews, case studies, and theoretical papers that explore various dimensions of strategic financial management across diverse sectors. Our scope encompasses a wide range of topics within strategic financial management, including but not limited to:

1. Financial Strategy Formulation:

Analyses of financial planning, goal setting, resource allocation, and risk management strategies to achieve organizational objectives.

2. Corporate Finance:

Research on capital structure, financing decisions, dividend policy, and value creation for shareholders and stakeholders.

3. Investment Analysis And Portfolio Management:

Studies on investment decision-making, asset allocation, risk assessment, and portfolio diversification strategies.

4. Financial Performance And Measurement:

Evaluations of financial performance indicators, metrics, and tools to assess and enhance organizational financial health.

5. Mergers And Acquisitions:

Discussions on the financial aspects of mergers, acquisitions, divestitures, and integration strategies.

6. Financial Innovation And Technology:

Research on the impact of financial technology (FinTech), digital transformation, and innovation on financial management practices.

7. Risk Management And Derivatives:

Analyses of risk assessment, hedging strategies, derivatives, and financial instruments to manage financial risk.

8. Corporate Governance And Ethics:

Explorations of governance practices, ethical considerations, and accountability in financial decision-making.

9. International Finance And Global Markets:

Studies on international financial management, exchange rates, cross-border investments, and global market trends.

Guinness Press adheres to a strong ethical foundation in scholarly publishing. Our commitment to ethical practices ensures the integrity of the publishing process. Our journals are dedicated to maintaining high standards of ethical behavior by authors, reviewers, and editors. Our editorial staff is well-trained to identify and address ethical concerns effectively.

Our editorial office diligently investigates ethical matters our readers raise in line with established procedures. The Editorial Board is responsible for addressing disputes related to the validity of research reported in published papers. In cases involving authorship disputes, data ownership, or author misconduct, we may engage external organizations, such as university ethics committees, for resolution. Authors are expected to respond to substantiated allegations as needed.

Publication Ethics

We uphold the highest ethical standards in publishing. Plagiarism, data fabrication, and falsification are strictly prohibited. Authors are required to submit original work, cite sources appropriately, and adhere to ethical guidelines.

Authorship and Acknowledgments

Authors should have contributed significantly to the research presented. All contributors should be acknowledged appropriately. Any potential conflicts of interest should be disclosed.

Copyright and Licensing

Authors retain the copyright of their work and grant us a license to publish. We publish under open-access licenses to ensure broad dissemination of knowledge while respecting author rights.

Open Access Policy

We support open-access publishing to make research freely accessible. Authors may choose open-access options, ensuring their work reaches a wider audience.

Data Sharing and Transparency

We encourage authors to share data and materials supporting their findings. Transparent reporting enhances reproducibility and credibility.

Corrections and Retractions

We are committed to rectifying errors promptly. Corrections and retractions will be issued as necessary.

Conflicts of Interest

Authors, reviewers, and editors must disclose any conflicts of interest that may compromise objectivity. Transparency is essential to maintain the integrity of the review process.

Appeals and Disputes

Authors have the right to appeal editorial decisions. Disputes are handled objectively and transparently, following established procedures.

Privacy and Confidentiality

We respect the privacy of authors, reviewers, and readers. Personal information is treated confidentially and used only for journal-related purposes.

Editorial Independence

Editors make decisions based on academic merit without influence from advertisers, funders, or other parties. Decisions are transparent and impartial.

Diversity and Inclusion

We are committed to diversity and inclusivity. We welcome submissions from all researchers, regardless of background, and ensure fair and unbiased treatment.

Reviewer Guidelines

Reviewers must provide constructive, unbiased, and timely feedback. Confidentiality of manuscripts and reviewer identities is maintained.

Appeals and Complaints

Authors and stakeholders may raise concerns through a formal appeals or complaints process. These concerns will be addressed promptly and objectively.

We value feedback from authors, reviewers, and readers. We are committed to ongoing improvements in our processes and the excellence of our publications.

These editorial policies ensure a transparent, ethical, and high-quality publication process. Authors, reviewers, and readers must familiarize themselves with these policies to ensure a smooth and ethical publishing experience.

Author`s Guidelines

Please read and follow these author guidelines carefully to ensure the submission process is as smooth as possible.

Manuscript Types Accepted

We accept various types of manuscripts, including:

Research Articles : Original research contributions.

Review Articles : Comprehensive reviews of specific topics.

Short Communications : Concise research findings.

Case Studies : In-depth analyses of specific cases.

Editorials : Invited commentaries from experts.

Letters to the Editor: Short, focused contributions.

Book Reviews : Reviews of recent publications in the field.

Manuscript Preparation

Formatting : Prepare your manuscript according to our journal's specific formatting guidelines.

Language : Manuscripts should be written 'English' and conform to proper grammar and style.

Title: Choose a clear, concise, and informative title that accurately represents the content of your paper.

Abstract : Include an abstract summarizing the objectives, methodology, results, and conclusions of your research.

Keywords : Provide a list of relevant keywords that capture the essence of your work.

Citations and References: Follow a recognized citation style (e.g., APA, MLA) for in-text citations and the References section.

Submission Process

Online Submission : Submit your manuscript through our email address [email protected] .

Cover Letter : Include a cover letter with your submission, briefly outlining the significance and originality of your work.

Peer Review : All submissions undergo a rigorous peer-review process. Please be prepared to respond to reviewer comments and make necessary revisions.

Originality : Ensure your work is original and has not been published elsewhere.

Authorship : Clearly list all authors who have contributed substantially to the research.

Plagiarism : Avoid plagiarism by properly citing and referencing sources.

Authors retain the copyright to their work but are required to grant 'Guinness Press' a license to publish and distribute their work.

Publication Fees

Guinness Press may charge publication fees for production, editing, and distribution costs. These fees, if applicable, will be communicated upon acceptance.

Open Access

Guinness Press supports open-access publishing.

After Acceptance

Proofreading : Authors will receive galley proofs for final proofreading and corrections.

Publication : Once published, your work will be available on our website and, if applicable, in print.

Contact Information

For inquiries or assistance, please contact our editorial office at [email protected] . We are here to help you throughout the publication process.

Role Of EIC

The Editor-in-Chief (EiC) is the leading role of the journal and makes major decisions for developing and promoting the journal. The EiC has considerable knowledge and expertise about the editorial activities of the journal, and is greatly involved in all key procedures of publication.

Ensuring Scholarly Excellence

The EiC is responsible for maintaining and enhancing the journal's scholarly reputation by ensuring that all published articles meet the highest standards of quality, accuracy, and academic rigor.

Editorial Policy Development

The EiC plays a pivotal role in the development and continuous refinement of the journal's editorial policies, including ethical guidelines, author guidelines, and peer review processes.

Engaging with the Research Community

The EiC should actively engage with the broader academic and research community, attending conferences, workshops, and events to promote the journal, attract submissions, and stay updated with emerging trends.

Stakeholder Communication

The EiC should facilitate effective communication between the editorial team, authors, reviewers, and readers to ensure transparent and efficient editorial processes.

Conflict Resolution

In situations where conflicts or disputes arise, the EiC should serve as a mediator to find amicable solutions that uphold the journal's integrity and reputation.

Editorial Innovation

Encouraging innovative approaches to publishing, such as multimedia content, interactive elements, and data visualization, can help enhance the journal's appeal and reach.

Mentoring and Development

The EiC can play a mentoring role for junior members of the editorial team, providing guidance, support, and opportunities for their professional growth.

Building Collaborations

The EiC can actively seek collaborations with institutions, organizations to foster knowledge exchange and cross-disciplinary research.

Suggests/Contributes Special and Themed Issues or Articles:

The Editor-in-Chief initiates and contributes to special issues, enhancing the journal's impact through curated topics and insightful articles that enrich the scholarly discourse.

Role Of EBM

The Editorial board is a panel of researchers with expertise in the relevant field. They are appointed by the publishers in consent with the Editor-in-Chief of the journal. Editorial board members are involved in:

Expert Peer Review:

Editorial Board Members diligently conduct rigorous peer reviews of submitted manuscripts, ensuring adherence to the journal's policies and scope. Their critical evaluations contribute to maintaining the scholarly excellence and credibility of the published content.

Curating Cutting-Edge Themes:

Editorial Board Members take the lead in curating compelling theme issues and hot topics that align with the journal's focus. By identifying trending subjects, they drive the exploration of new frontiers in research, fostering thought-provoking discussions among contributors and readers.

Engaging Authors and Contributing Expertise:

Editorial Board Members actively engage with the scholarly community by extending invitations to potential authors to submit their research. Additionally, they lead by example by contributing their own valuable insights through authored articles, enriching the journal's content with their expertise.

Expert Review Facilitation:

Editorial Board Members play a key role in identifying suitable peer reviewers with specialized knowledge in specific topics. Additionally, they offer valuable second opinions on papers when needed, ensuring thorough and comprehensive evaluations that uphold the journal's rigorous review standards.

Advocacy and Promotion:

Editorial Board Members actively champion the journal's visibility by promoting it among authors, readers, and subscribers. They also inspire their colleagues to contribute their research, thereby fostering a vibrant scholarly community that collectively advances the journal's impact and reach.

Strengthening Editorial Expertise:

Editorial Board Members contribute to the growth of the journal by identifying and suggesting accomplished scholars and experts as potential board members. Their recommendations enhance the journal's editorial team with diverse perspectives and expertise, enriching the overall quality of the publication.

Explore articles

Applied Strategic Financial Analysis as Innovative Instrument to Research Strategic Aspects of the Organization Financial Activity

26 Pages Posted: 6 Sep 2016

Sergey Krylov

Ural Federal University - Graduate School of Economics and Management

Date Written: September 3, 2016

The article considers theoretical aspects of the applied strategic financial analysis based on the financial element of the balanced scorecard to be applied in the research process of the strategic organization financial activity aspects. The methodology of the research is the Balanced Scorecard concept (BSC) introduced by R. Kaplan and D. Norton as well as the concept of the applied strategic analysis concept having been developed by the author, and the methodological approach to the target forecast of the organization financial flows resulting from the results of its financial position analysis. The applied strategic financial analysis is depicted to encompass comparative assessment, variances diagnostics and indicators forecast of the financial BSC element within the strategic financial goals. The author draws a conclusion that the applied strategic financial analysis is a sufficiently effective instrument to research strategic aspects of the organization financial activity and to form an analytical support for its strategic financial management.

Keywords: Applied Strategic Financial Analysis, Applied Strategic Analysis, Balanced Scorecard, Strategic Aspects, Financial Activity, Organization

JEL Classification: G30, M19, M41

Suggested Citation: Suggested Citation

Sergey Krylov (Contact Author)

Ural federal university - graduate school of economics and management ( email ).

Yekaterinburg Russia

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A strategic management process: the role of decision-making style and organisational performance

Journal of Work-Applied Management

ISSN : 2205-2062

Article publication date: 16 February 2023

Issue publication date: 24 April 2023

The purpose of this paper is to present a conceptual framework for integrating strategic thinking factors, organisational performance and the decision-making process.

Design/methodology/approach

The methodology involves a synthesis of literature and proposes a framework that explores the relationship between strategic thinking enabling factors, organisational performance and the moderating effect of decision-making styles.

The framework includes strategic thinking enabling factors (systems perspective, focused intent, intelligent opportunism, thinking in time and hypothesis-driven analysis), organisational performance and the moderating effect of decision-making styles (intuitive and rational).

Research limitations/implications

This research results in a conceptual model only; it remains to be tested in actual practice. The expanded conceptual framework can serve as a basis for future empirical research and provide insights to practitioners into how to strengthen policy development in a strategic planning process.

Originality/value

A paradigm shift in the literature proves that strategic management and decision-making styles are vital in determining organisational performance. This paper highlights the importance of decision-making styles and develops a framework for strategic management by analysing the existing strategic management literature.

• Strategic management
• Intuitive decision-making
• Rational decision-making
• Strategic thinking process
• Organisational performance

Sinnaiah, T. , Adam, S. and Mahadi, B. (2023), "A strategic management process: the role of decision-making style and organisational performance", Journal of Work-Applied Management , Vol. 15 No. 1, pp. 37-50. https://doi.org/10.1108/JWAM-10-2022-0074

Emerald Publishing Limited

Copyright © 2023, Tamilarasu Sinnaiah, Sabrinah Adam and Batiah Mahadi

Published in Journal of Work-Applied Management . Published by Emerald Publishing Limited. This article is published under the Creative Commons Attribution (CC BY 4.0) licence. Anyone may reproduce, distribute, translate and create derivative works of this article (for both commercial and non-commercial purposes), subject to full attribution to the original publication and authors. The full terms of this licence may be seen at http://creativecommons.org/licences/by/4.0/legalcode

1. Introduction

Managers are appointed to achieve the organisation's objectives and goals. As these objectives gradually increase with competition, managers must become strategic thinkers with excellent decision-making skills. The strategy towards the organisational outcome highlighted in this section has been widely debated among academic scholars and practitioners. Organisational strategies are essential in sustaining an organisation's competitive advantage to face a complex and uncertain future.

Effective strategic management frameworks enable managers to focus on the complex issues that must be prioritised to hasten decision-making processes ( Dlamini et al. , 2020 ). Whilst enabling managers important to make the decisions needed to direct the organisational effort towards overcoming specific issues ( Wang et al. , 2021 ). The organisation's effectiveness in addressing critical issues with solutions that best fit the current environmental factors will ensure the vitality and image of the organisation. Strategic management is pertinent to manage the organisation in a continuous, systematic manner.

The first segment of strategic management is the effective action programs chosen to reach these goals and objectives.

The second segment is the resource allocation pattern that relates the organisation to its environment.

Moreover, strategic management is defined as translating the thinking process into an action plan that benefits the organisation to sustain its competitive advantages. Strategy also can be categorised as strategic thinking and strategic planning. Strategy is also the commitment of the top-level management to attaining outcomes aligned with the organisation's strategic objectives. Strategy can be realised when there is consistent outcomes or patterns over the years. Therefore, strategy is planning for the future or determining patterns based on consistent outcomes. Organisations must develop plans and also evolve patterns derived from previous organisational outcomes. These phases can be explained as intended strategy and realised strategy.

The effectiveness of the strategies employed can indicate the organisation's performance in achieving its objectives and goals. Organisations need to measure the outcome of the strategies employed by having measurable objectives that will enhance the employees' commitment towards achieving the goals. Conversely, organisational learning and financial measures such as organisational profitability can also benchmark organisational performance. The responsiveness of organisational performance has a direct relationship and is influenced by management efforts to emphasise leadership within the organisational structure. This is done by observing the support and strategies utilised by managers to achieve the objectives and goals. This paper aims to enhance an understanding of strategic management processes involving decision-making styles towards organisational performance. First, this paper highlights strategic management's operational and theoretical approach towards organisational performance. Moreover, this study enhances the result of previous literature on strategic enablers by explaining the effort involving decision-making to strengthen the organisational structure, particularly the decision-making styles (intuitive and rational), that moderates the relationship between the strategic thinking process and organisational performances ( Ritter, 2014 ).

Academic scholars and practitioners have highlighted the importance of strategic management in measuring organisational performance in terms of innovation, entrepreneurship, technology, knowledge, economics, healthcare and organisational performance ( Adam et al ., 2018 , 2020 ; Alosani et al. , 2020 ). Conversely, there is a knowledge gap on the effective judgement practices of strategic management enablers and organisational performance during decision-making ( Abuhjeeleh et al ., 2018 ; Acciarini et al. , 2021 ; Elrehail et al ., 2020 ; Nguyen, 2020 ). This paper analyses the relationship between strategic management and organisational performance and suggests a framework to elucidate the relationship variables such as moderators, rational and intuitive decision-making styles.

2. Literature review

Strategic management is applying strategic decisions towards the organisational vision to achieve strategic competitiveness and sustain competitive advantages ( Alosani et al. , 2020 ; Rodrigues and Franco, 2019 ). Strategic management is a cognitive impairment of structuring the internal capabilities to fulfil external demands and involves plans, patterns, positions, perspectives and plots ( Mintzberg et al ., 2020 ). Strategic management is the managerial discourse involving a framework of the decision-making process, which highlights how the strategy process is formulated in organisations, acknowledging the cognitive management structure of the organisations. Additionally, the organisation's members need to respond effectually to the decisions made by the management and cooperate to ensure that the organisational vision is reached, given that this will affect the organisational adaptability, legitimacy and performance ( Johnsen, 2015 ). Organisations must be aware of the uncertain environments that can influence their welfare.

Consequently, the strategic management process can be reflected in two directions: strategic planning and strategic thinking. Strategic planning emphasises formulating strategies or disciplined efforts to produce strategic decisions to achieve the organisation's objectives ( Bryson, 2018 ). Strategic planning also can be reflected as a system that enhances the decision-making process among the members of an organisation. The strategic management process needs to be fulfilling for the organisation to sustain its competitive advantages. Moreover, strategic thinking is creative, disruptive, future-focused and experimental and often contradicts traditional notions of strategic planning ( Liedtka, 2000 ). Strategic planning is the principal element of the strategic management process involving resource management, implementation, control and evaluation of strategies ( Poister et al ., 2010 ). Strategic planning focuses on formalising existing strategies and employing creativity to enhance perspectives ( Mintzberg et al ., 2020 ). The uncertainties of environments and conflicting perspectives can be evaluated and addressed using strategic thinking as a part of the organisational decision-making process ( Chin et al ., 2018 ). Studies by Goldman et al . (2015) indicated that organisational members are not actively involved during the strategic decision-making process, leading to the decline in the organisation's performance.

The importance of the strategic decision-making process towards organisational performance was emphasised by Steptoe‐Warren et al. (2011) . The research suggested that evaluating, identifying and validating the process will enhance the strategic thinking process to positively impact performance ( Norzailan et al ., 2016 ). Moreover, strategic thinking plays a vital role in analysing the external factors influencing the process. If the organisational members take it lightly, it will lead to perception deficiencies ( Kızıloglu and Serinkan, 2015 ). Additionally, the study highlighted that strategic planning occurs after strategic thinking ( Alatailat et al ., 2019 ; Bonn, 2001 ; Mintzberg, 1994 ). Consequently, this study will focus on strategic thinking as the fundamental phase in the strategic management process.

A conceptual framework that highlights the management principles among the business process in delivering effective solutions for problems is shown in Figure 1 .

3. Strategic management

Strategic management is defined as a framework for achieving success, and it is pivotal for organisations to achieve their objectives and continuously perform better ( Elliott et al ., 2020 ). Additionally, strategic management is a continuous process of looking for a better action plan to ensure the organisation's competitiveness.

3.1 Strategic thinking

The most challenging issue an organisation faces is awareness of the strategic vision and missions, available resources and identifying opportunities for growth within the organisation ( Bryson, 2018 ). Therefore, strategic thinking is a vital element in the chain of processes, which must be carried out effectively and systematically ( Sahay, 2019 ). Nevertheless, organisations need to be aware that strategic thinking can fail miserly if the decision-makers do not realise the strategic enablers or the factors responsible for the effective strategic thinking process. Strategic enablers influence the thoughts and decision process of the organisational members ( Goldman et al ., 2015 ). Therefore, strategic enablers will lead the organisation's members towards idea growth and personal development, while strategic thinkers expedite the organisational performances ( Alatailat et al ., 2019 ).

Individuals involved in the organisational structure utilise their experiences and thought processes in managing conflicts to enhance strategic thinking ( Alaarj et al ., 2016 ). Strategy managers or thinkers recognise the relationship between business responsibilities and departments and organisations and their business stakeholders ( Cabral et al. , 2019 ). This relationship is known as “system thinking”, where an organisation explores the structure reflected in the action and environment that causes the incident. Additionally, the direction or the organisational destiny is a type of strategic intent utilised to help achieve the business objectives. This occurs when all the employees can concentrate on their purpose until it is achievable.

Strategic intent is pertinent in increasing competitive advantages and improving organisational performance ( Chen et al ., 2015 ). Intelligent firms must be considered before becoming competitive to ensure the organisation can create intelligent opportunities to lead the business emerging strategies towards their vision ( Alaarj et al ., 2016 ). Conversely, the organisation should integrate previous events with the current situation to achieve and align with the organisation's objectives. This is vital for organisations to connect to the past and present environment to envision the firms and prepare for any internal or external challenges in their business ( Abubakar et al ., 2019 ). A hypothesis-driven analysis is the core element in the strategic thinking process to gather relevant information regarding the business. Therefore, the challenges faced must be transformed into a hypothesis-driven analysis to understand better the measures needed to be taken by the stakeholders to improve the organisational performances.

3.2 Decision-making style

The role of managers within an organisation must be elucidated to help enhance the decision-making process to create competitive advantages for the organisation ( Dionisio, 2017 ). Moreover, Porter (1990) emphasised the differences between competitive strategy and competitors. Decision-making styles also play a vital role in formalising the strategic decision procedure and can be defined as a habitual or formal response pattern taken by managers when there is an incident ( Kulcsár et al ., 2020 ). According to Acciarini et al. (2021) , decision-making styles are directly related to cognitive styles involved in the strategic thinking process. Decision-making style, which can be both at individual and team levels, can be classified into intuition and rationality ( Dayan and Di Benedetto, 2011 ; Dayan and Elbanna, 2011 ; Giermindl et al ., 2022 ; Luan et al ., 2019 ; Sukhov et al ., 2021 ). Therefore, the author highlighted that cognitive styles could be divided into two different categories: “feeling as information evaluators”, where managers actively gather information intuitively, and “thinking as information evaluators”, where managers systematically collect information ( Behling et al ., 1980 ). Alternatively, decision-making styles can be considered intuitive and rational information gathering and evaluating styles ( Calabretta et al ., 2017 ).

The intuitive decision-making style can be defined as the episodes of uncertainty patterns of action imposed by managers or the decision-makers based on the current situation. In addition, intuitive decision-makers must be aware of current issues and relate the relationship between cognitive schemes with holistic thinking to resolve problems ( Calabretta et al ., 2017 ). It is also believed that the intuitive decision-making process can be influenced by a sudden awareness of information ( Zhu et al ., 2017 ). Decision-makers can determine solutions without fully understanding or realising the extent of information available. Studies agree that the intuitive decision-making process can occur when unsorted information is restructured into an organised pattern of action that transforms into a conscious solution ( Zander et al ., 2016 ). Furthermore, the intuition organisations performance is enhanced when decision-makers utilise the intuition decision-making style when there is no access or relevant analytical data to support them in making strategic decisions that align with the organisation's objectives ( Temprano-García et al ., 2018 ). Conversely, intuition decision-making also contributes positively to the organisations performance when the issues are resolved quickly despite limited resources or knowledge on the current issues.

Studies by Sauter (1999) emphasised that intuition decision-making or illumination is a sudden awareness of information where the decision-makers are unaware of fundamental facts or information. The author also highlighted several ways to establish the intuitive decision-making process. First, detection is an intuition where decision-makers think of several different situations rather than focusing on the current issue ( Kolbe et al. , 2020 ). Working on current strategic issues will enable managers to comprehend related information to help solve the issue by connecting facts or elements that previously did not relate to each other ( Temprano-García et al ., 2018 ). Another form of intuition is evaluation, where the solution appears as an available option creating a sense of certainty or vague feelings towards the analytical data ( Hodgetts et al ., 2017 ).

Conversely, the intuition decision-making process can also be hypothesised as an explicit and implicit decision-making style ( Tabesh and Vera, 2020 ), where explicit decision utilises feelings or emotion and implicit decisions refer to the experience of the relevant situation ( Bhat  et al ., 2021 ; Remmers et al ., 2016 ). Moreover, intuitive decision-making styles also utilise the subconscious processing of verbalised and nonverbalised facts or information ( Tabesh and Vera, 2020 ). A recent study suggests that intuitive decision-making aided managers in enhancing the strategic decision towards the organisation's performance ( Francioni and Clark, 2020 ).

Rational decision-making involves several solutions that will be analysed based on the issues and the relevance of this information towards the current problem before implementing the final decision ( Temprano-García et al ., 2018 ). The structured information consisting of conscious thinking must be evaluated critically ( Acciarini et al. , 2021 ). In addition, the rational decision-making process will enhance the effectiveness of the decision by structuring the decision criteria by highlighting and evaluating the alternatives individually ( Fitzgerald et al ., 2017 ). The decision-makers or the managers who utilise rational decision-making styles are more likely to be vigilant and organised about available information during decision-making ( Zhu et al ., 2021 ).

3.3 Organisational performance

For five decades, organisational performance has been widely researched by academic scholars and business practitioners ( Adam et al ., 2018 ). Organisational performance has been analysed in terms of normative and descriptive explanations in strategic planning research for continuous improvement in managing organisational performance ( Buddika et al ., 2016 ). Organisational performance can be explained by describing how things happen without judging good or bad. Alternatively, the organisational performance also can be elucidated by an evaluation in terms of performance against a benchmarked alternative or standard or by a descriptive statement explaining how the situation occurs without judgement ( Camilleri, 2021 ). Even though most research is done on the continuous improvements of organisational performance, practitioners still have many arguments and discussions on the terminology and conceptual bases to determine organisational performance ( Sarraf and Nejad, 2020 ).

Organisational performance can be reflected based on the results of the organisation's common objectives, given that the methods implemented are coherently used. Consequently, the performance processes' flow or the input resources can be critically analysed ( Tsai et al ., 2020 ). The effectiveness of organisational performance is influenced by the process implemented and can be measured by the achievements. Furthermore, organisational performance is defined as analysing the series of improvements to achieve organisational objectives. Generally, various factors can be associated with organisational performance, such as organisational structures, conflict, cross-cultural and social influences ( Sinnaiah et al. , 2023 ).

Performance measurement is a systematic series to identify the effectiveness and efficiency of people's behaviour to perform to their utmost abilities. Adam et al . (2018) described performance measurement as a unit, department or business process. Therefore, it is conceptualised that there is a structural relationship between organisational performance and performance measurement. Moreover, performance measurement requires substantive and relevant restructuring of input resources and processes to be aligned with the current system to increase productivity level or performance. Failure to analyse the performance measures will weaken the organisational strength and drain the organisation's efforts ( Alosani et al. , 2020 ). Thus, strategic thinking can be a highly effective performance measure for organisations.

4. Propositions

4.1 strategic thinking process and performance.

Strategic thinking is a structured assessment of analysing and synthesising information, intensively assessing the current situation and initiating new ideas or best available options to achieve strategic objectives ( Dhir and Dhir, 2020 ). An organisation's success depends on strategic thinking as it will enhance a decision-maker's skills, abilities and knowledge and help sustain competitiveness in uncertain environments ( Dhir et al ., 2021 ). Consequently, the process of strategic thinking is crucial for any organisation to successfully achieve and survive in the market for a more extended period. Decision-makers need to be effective and cognisant of the business opportunities that arise from innovating new ideas to enhance the strategic portfolio of organisations ( Bryson et al ., 2018 ).

Strategic thinking process will positively influence organisational performance.

4.2 Rational decision-making style, strategic thinking process and performance

In evaluating an organisation's performance and the uncertainties of the environment that influences the complexities in achieving positive growth for the organisation successfully, managers must have decision-making skills that utilise strategic thinking processes. Moreover, managers must be responsible for making fast and effective solutions by analysing, evaluating and prioritising available information to overcome strategic issues and obtain positive results ( Acciarini et al. , 2021 ). According to Calabretta et al . (2017) , there is a positive correlation between the strategic thinking process and decision-making style. Decision-making styles have the same structure as strategic thinking, which involves different levels, such as organisation or individuals.

Rational decision-making will moderate the relationship between the strategic thinking process and organisational performance.

4.3 Intuitive decision-making style, strategic thinking process and performance

Several studies highlight the roles of the strategic thinking process among managers within the boundaries of our cognitive capacities ( Kaufmann et al ., 2017 ) and postulate that mental flexibility can influence it ( Barlach and Plonski, 2021 ). Studies also emphasise that managers or decision-makers often utilise intuition during challenging situations, which is expected compared to the rational way of analysing the issues ( Kaufmann et al ., 2017 ). This intuition process can be a two-fold construct consisting of experience-based and emotionally affected situations. Additionally, this can involve a complex process of information affected by new cues towards previous experiences stored in their memory and transform it into subconscious action in the decision-making process ( Stanczyk et al ., 2015 ). Based on the study done by Simon (1976) , academic scholars and practitioners emphasised that managers are highly keen on inner feelings or gut feelings involving strategic decisions when faced with competitive issues ( Al-Jaifi and Al-Rassas, 2019 ; Bozhinov et al ., 2021 ; Palaniappan, 2017 ). The decision-making process utilising intuition uses available information, which might not have been available in the past, to quicken the process of decision-making. It is also important to realise that decision-making depends on the issues faced by the organisations, and not all issues require a rational decision-making style. For specific issues, managers might only need relevant information, deliberation and formal procedures to derive effective solutions for the organisation compared to instances where the managers are not bounded by any set of procedures or rules to solve the issue.

Therefore, strategic thinking is a process of synthesis, and based on intuitive decision-making style, where the outcome is an integrated perspective of the enterprise, managers can utilise intuition decision-making style to arrive at a solution with complete freedom and flexibility towards the organisational performance. The decision-makers attempt to be involved in the decision-making process while being aware of the current issues and having a sense of relationship among the cognitive schemas with the approach of holistic thinking to determine the solution to the problem ( Khemka and Hickson, 2021 ). It is clear that the intuitive decision-making process would include the issues faced by the organisation in analysing the issues and synthesis ( Zhu et al ., 2017 ) although all the processes occur under the sense of relationship or perception. It is also believed that the intuitive decision-making process could be influenced by the decision-makers upon the sudden awareness of information ( Peng et al ., 2020 ), whereby the decision-makers could propose a solution without the understanding or realisation of why the facts are present.

Intuitive decision-making will moderate the relationship between the strategic thinking process and organisational performance.

5. Discussion and conclusion

This paper reviews strategic management involving the strategic thinking process, organisational performance and decision-making styles with extant empirical work transforming into propositions, with the ultimate goal being to integrate the strategic management process into a systematised and approachable process that needs a fast response. Strategic management plays a vital role in aligning the standard repertoire of an organisation's strategic thinking. Moreover, managers must realise that strategic thinking has a unique process that depends on the situation. The thinking process should be aligned with the specific scenarios to ensure the best solution can be implemented. To sustain competitive advantage, managers should be effectively involved in the strategic thinking process to positively impact their organisations ( Bryson et al ., 2018 ).

The importance of strategic thinking enablers (systems perspective, focused intent, intelligent opportunism, thinking in time and hypothesis-driven analysis) was emphasised in the strategic thinking process and organisational performance. The systems perspective exposes the importance of organisations understanding the relationship between functions and departments internally and externally. Furthermore, organisations need to consider the functional, business and organisation strategies towards a highly competitive environment ( Buddika et al ., 2016 ). Consequently, these systems perspectives will help organisations manage interactions effectively across all departments to enhance productivity. Focus on intent will guide the organisations towards achieving strategic objectives and resisting eccentricity ( Bromiley and Rau, 2015 ). Focus intent will positively aid organisations to be more competitive in the long run as the managers realise the sense of discovery in managing strategic objectives. Therefore, it will improve the performance and consciously push the organisation towards innovation by eliminating limitations and becoming high achievers. Conversely, intelligent opportunism will enhance the strategic objectives by creating new opportunities to be more competitive although the strategies do not align with the current vision of the organisation. This is where intelligent opportunism will play an essential role at the managerial level of the organisation to effectively communicate and measure organisational performances ( Camilleri, 2021 ).

Emerging strategies will boost the organisation's motivation and productivity and should be carefully evaluated from time to time as the future of the organisations might be projected based on the past performance. Therefore, the importance of swift thinking permits the strategic managers to purposefully analyse the mission and vision of the organisation over time. The right action at the right time will help the organisations sustain competitively and save the organisations from self-destruction by limiting the positive changes made to help improve the organisation's performance ( Adam et al ., 2018 ).

Maintaining the balance between thinking creation and cognitive processing ( Calabretta et al ., 2017 ) and enhancing organisational performance (education, financial, creative, innovation, e-commerce and quality) is a challenge faced when creating effective management strategies ( Adam et al ., 2018 ; Al-Jaifi and Al-Rassas, 2019 ; Alharbi et al ., 2019 ; Arvis et al ., 2018 ). In addition, based on previous theoretical perspectives, most of the research scenarios will be based on the governance mechanisms of management and the policy development impacts on organisational performance ( Abubakar et al ., 2019 ). Therefore, based on extensive empirical and conceptual research, strategic thinking processes positively contribute to measuring organisational performance. Based on previous research, this study infers that cognitive development plays an effective role in the segregation of control between strategic thinking, which serves as a barrier to becoming more competitive and innovative in the long run ( Adam et al ., 2018 ). In addition, this happens among employees and directly impacts the quality of the organisational harmonies, such as mutual respect, trust and welfare of the employees. A cognitive processing environment is the use of intuition and rationality in decision-making with equal importance. The managers utilise intuition decision-making styles to resolve unrelated information received. During the strategic thinking process, the managers will receive unsorted information without processed knowledge which will be later organised into sorted knowledge using intuition styles ( Zander et al ., 2016 ). However, the rational decision-making style focuses more on the analytical procedure to conclude an issue the organisation faces. This helps the managers build confidence in the solution by eliminating uncertainty during decision-making ( Zhu et al ., 2021 ). Moreover, managers will only accept solutions with clear and less ambiguous information (rational) compared to managers utilising a more subconscious style (intuition) when formulating solutions. Consequently, there will be conflict in the decision-making process within the organisations.

According to Boamah et al. (2022) , the effectiveness of decision-making styles can differ according to the situation and the dependents. Alternatively, both decision-making styles were highlighted as an alternative way of generating a problem–solution approach within organisations ( Kolbe et al. , 2020 ; Stanczyk et al ., 2015 ). This study argues that both decision-making styles have equal importance in resolving problem–solution approaches and can be a harmonious process to achieve an effective performance measure. This argument is supported by Acciarini et al. (2021) , Tabesh and Vera (2020) . Therefore, this study concludes that both decision-making styles (rational and intuition) positively impact the strategic thinking process and organisational performance. Based on the framework in Figure 1 , the proposed framework highlights the missing sections of cognitive processing among businesses when delivering effective solutions for a complex problem. Organisations have only emphasised human capital and treated it as a scarce resource that will determine the organisation's performance. This study proposed that future strategic management researchers should explore the thinking process literature's core principles to investigate policy development further. Future research should transform these academic initiatives into empirical research by implementing this proposed model.

Conceptual framework

Competing interests: The authors reported no competing interests.

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Acknowledgements

The authors acknowledge the administration of Azman Hashim International Business School, Block T08, Universiti Teknologi Malaysia, Johor, for providing the facilities and the PhD Scholar room during this research.

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Financial Management Research Paper Topics

Financial management research paper topics have emerged as an essential part of contemporary education in business and economics. As financial management continues to evolve with global economic changes, the need for research and analysis in this area grows. This article provides a comprehensive guide for students who study management and are assigned to write research papers on various aspects of financial management. From understanding the diverse topics to learning how to write an impactful research paper, this page offers valuable insights. Additionally, it introduces iResearchNet’s writing services, specifically tailored to assist students in achieving academic excellence. The content is structured to guide students through topic selection, writing, and leveraging professional services to meet their academic goals. Whether a novice or an advanced student of financial management, this resource offers a multifaceted perspective on the vast and dynamic field of financial management research.

100 Financial Management Research Paper Topics

The field of financial management offers a vast array of research paper topics. This complex discipline touches every aspect of business operations, influencing strategic planning, decision-making, and organizational growth. Below, you will find a comprehensive list of financial management research paper topics, divided into 10 categories. Each category offers 10 unique topics that cater to various interests within financial management. These topics have been carefully selected to reflect the richness and diversity of the subject.

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• The Role of Budgeting in Financial Planning
• Strategic Financial Management in SMEs
• The Impact of Working Capital Management on Profitability
• Ethical Considerations in Financial Planning
• Risk Management in Financial Planning
• Cost Control Techniques in Manufacturing
• Financial Decision-making Processes in Non-profit Organizations
• The Impact of Inflation on Financial Planning
• International Financial Planning Strategies
• The Relationship between Corporate Governance and Financial Planning

Investment Analysis and Portfolio Management

• The Efficient Market Hypothesis: A Critical Analysis
• The Role of Behavioral Finance in Investment Decisions
• Modern Portfolio Theory and Its Limitations
• Risk and Return Analysis in Emerging Markets
• Socially Responsible Investment Strategies
• The Impact of Political Instability on Investment Decisions
• Real Estate Investment Trusts (REITs): An In-depth Study
• Impact of Technology on Portfolio Management
• Mutual Funds vs. ETFs: A Comparative Study
• The Role of Artificial Intelligence in Investment Management

Corporate Finance

• Capital Structure Decisions in Startups
• The Role of Dividends in Corporate Financial Management
• Mergers and Acquisitions: Strategic Financial Analysis
• Corporate Financing in Developing Economies
• An Analysis of Venture Capital Financing
• The Impact of Corporate Social Responsibility on Financial Performance
• The Role of Financial Management in Business Turnaround Strategies
• Debt Financing vs. Equity Financing: A Comparative Analysis
• Corporate Financial Risk Management Strategies
• Financing Innovation: Challenges and Opportunities

International Financial Management

• Exchange Rate Dynamics and International Financial Decisions
• The Role of International Financial Institutions in Economic Development
• Cross-border Mergers and Acquisitions
• Globalization and Its Impact on Financial Management
• International Tax Planning Strategies
• Challenges in Managing International Financial Risk
• Currency Risk Management in Multinational Corporations
• International Capital Budgeting Decisions
• The Impact of Cultural Differences on International Financial Management
• Foreign Direct Investment Strategies and Financial Management

Financial Markets and Institutions

• The Role of Central Banks in Financial Stability
• The Evolution of Microfinance Institutions
• The Impact of Regulation on Banking Operations
• An Analysis of Stock Market Efficiency
• Financial Derivatives and Risk Management
• The Role of Technology in Financial Services
• A Study of Financial Crises and Regulatory Responses
• Peer-to-Peer Lending Platforms: A New Paradigm
• The Role of Credit Rating Agencies in Financial Markets
• The Future of Cryptocurrency in the Financial Landscape

Personal Finance Management

• Financial Literacy and Personal Investment Decisions
• The Role of Technology in Personal Finance Management
• Retirement Planning Strategies
• Impact of Consumer Behavior on Personal Financial Decisions
• Personal Finance Management in the Gig Economy
• A Study of Personal Bankruptcy Trends
• Credit Card Management Strategies for Individuals
• The Effect of Education on Personal Financial Management
• The Role of Financial Counseling in Personal Finance
• Estate Planning: A Comprehensive Analysis

Risk Management

• Enterprise Risk Management: A Strategic Approach
• The Role of Insurance in Financial Risk Management
• Financial Innovations in Risk Management
• A Study of Credit Risk Management in Banks
• Risk Management Strategies in Supply Chain Finance
• Cyber Risk Management in Financial Institutions
• The Impact of Climate Change on Financial Risks
• A Study of Operational Risk Management in the Healthcare Sector
• Behavioral Aspects of Risk Management
• Crisis Management and Financial Stability

Financial Technology (FinTech)

• The Rise of Blockchain Technology in Finance
• The Impact of FinTech on Traditional Banking
• Regulatory Challenges in the Age of FinTech
• Financial Inclusion through FinTech Innovation
• Artificial Intelligence in Financial Services
• The Future of Cryptocurrencies: Opportunities and Risks
• A Study of Peer-to-Peer Lending Platforms
• FinTech and Consumer Privacy: Ethical Considerations
• Mobile Banking: An Evolutionary Study
• The Role of Big Data Analytics in Financial Decision Making

Ethics and Sustainability in Finance

• Ethical Investing: Trends and Challenges
• Corporate Social Responsibility Reporting in Finance
• Sustainable Finance in Emerging Economies
• Environmental, Social, and Governance (ESG) Criteria in Investment
• The Impact of Business Ethics on Financial Performance
• The Role of Sustainability in Corporate Financial Strategy
• Green Bonds and Financing Sustainable Development
• Social Impact Investing: Opportunities and Challenges
• A Study of Gender Equality in Financial Institutions
• Financial Strategies for Achieving Sustainable Development Goals

Accounting and Finance

• Forensic Accounting: Techniques and Case Studies
• The Role of Management Accounting in Financial Decision-making
• International Financial Reporting Standards (IFRS) Adoption
• The Impact of Taxation on Financial Management
• Accounting Information Systems: An In-depth Analysis
• The Role of Auditing in Corporate Governance
• Accounting Ethics: A Study of Professional Conduct
• Environmental Accounting and Sustainable Development
• The Effect of Automation on Accounting Practices
• A Comparative Study of GAAP and IFRS

The extensive list above offers a broad spectrum of financial management research paper topics. They cater to different academic levels and areas of interest, providing a wealth of opportunities for students to explore the multi-dimensional world of financial management. The selection of these topics can lead to exciting discoveries and insights, pushing the boundaries of existing knowledge in the field. Whether it’s understanding the intricate dynamics of global finance or delving into the ethical considerations in investment decisions, these topics serve as starting points for thought-provoking research that can shape future practices in financial management. By choosing a topic from this comprehensive list, students embark on a journey of intellectual exploration that can contribute to both academic success and the broader understanding of financial management in the modern world.

Financial Management and the Range of Research Paper Topics

Financial management is a multifaceted discipline that stands at the intersection of economics, business administration, and finance. It governs the planning, organizing, directing, and controlling of financial activities within an organization or individual framework. In an ever-changing global economy, the importance of financial management cannot be overstated. It empowers organizations and individuals to make informed decisions, manage risks, and achieve financial stability and growth. This article delves into the vast domain of financial management and explores the wide array of research paper topics it offers.

A. Definition and Core Concepts of Financial Management

Financial management refers to the efficient and effective management of money to achieve specific objectives. It involves processes and tasks such as budgeting, forecasting, investment analysis, risk management, and financial reporting. The primary goals are to maximize shareholder value, ensure liquidity, and maintain solvency.

• Budgeting and Forecasting : These processes involve planning and estimating future financial needs and outcomes. They guide decision-making and help in aligning resources with organizational goals.
• Investment Analysis : This includes evaluating investment opportunities and determining the most profitable and sustainable investments.
• Risk Management : This aspect focuses on identifying, evaluating, and mitigating financial risks, including market risk, credit risk, and operational risk.
• Financial Reporting : This entails the preparation and presentation of financial statements that accurately reflect the financial position of an organization.

B. Importance of Financial Management

• Ensuring Financial Stability : Effective financial management helps in maintaining the financial health of an organization or individual by ensuring a balance between income and expenditure.
• Optimizing Resources : It enables the optimal utilization of resources by aligning them with short-term and long-term goals.
• Strategic Planning : Financial management plays a key role in strategic planning by providing insights into financial capabilities and constraints.
• Enhancing Profitability : By making informed investment and operational decisions, financial management enhances the profitability of an organization.

C. Modern Trends and Challenges in Financial Management

The evolution of technology, globalization, regulatory changes, and societal expectations have shaped modern financial management. Some noteworthy trends and challenges include:

• Financial Technology (FinTech) : The integration of technology into financial services has revolutionized banking, investing, and risk management.
• Globalization : The interconnectedness of global markets presents both opportunities and challenges in managing international financial operations.
• Sustainability and Ethics : The growing focus on environmental, social, and governance (ESG) criteria has led to ethical investing and sustainable finance.
• Regulatory Compliance : Navigating the complex regulatory landscape is a challenge that requires constant adaptation and vigilance.

D. Range of Research Paper Topics in Financial Management

The vastness of financial management offers a rich source of research paper topics. From exploring the intricacies of investment analysis to understanding the ethical dimensions of finance, the possibilities are endless. The following are some broad categories:

• Corporate Finance : Topics related to capital structure, mergers and acquisitions, dividend policies, and more.
• Investment and Portfolio Management : Including research on investment strategies, portfolio optimization, risk and return analysis, etc.
• International Financial Management : This encompasses studies on exchange rate dynamics, global financial strategies, cross-border investments, etc.
• Risk Management : Topics include various risk management techniques, insurance, financial innovations in risk management, etc.
• Personal Finance Management : This field covers financial planning for individuals, retirement strategies, credit management, etc.
• Financial Technology : Blockchain, cryptocurrencies, mobile banking, and more fall under this innovative domain.
• Ethics and Sustainability in Finance : Research in this area may focus on ethical investing, corporate social responsibility, green financing, etc.

Financial management is an expansive and dynamic field that intertwines various elements of finance, economics, and business administration. Its importance in today’s world is immense, given the complexities of the global financial system. The array of research paper topics that this subject offers is indicative of its diversity and depth.

From traditional concepts like budgeting and investment analysis to modern phenomena like FinTech and sustainability, the world of financial management continues to evolve. It invites scholars, practitioners, and students to explore, question, and contribute to its understanding.

The range of research paper topics in financial management offers avenues for academic inquiry and practical application. Whether it’s investigating the effects of globalization on financial strategies or exploring personal finance management in the gig economy, there’s a topic to spark curiosity and inspire research. These research endeavors not only enrich academic literature but also play a crucial role in shaping the future of financial management. In a rapidly changing world, continuous exploration and learning in this field are essential to remain relevant, innovative, and responsible.

How to Choose Financial Management Research Paper Topics

Choosing the right research paper topic in the field of financial management is a critical step in the research process. The chosen topic can shape the direction, depth, and impact of the research. Given the wide array of subfields within financial management, selecting a suitable topic can be both exciting and challenging. Here’s a comprehensive guide to assist you in choosing the ideal financial management research paper topic.

1. Understand Your Interest and Strengths

• Assess Your Interests : Consider what aspects of financial management intrigue you the most. Your enthusiasm for a subject can greatly enhance the research process.
• Identify Your Strengths : Understanding where your skills and knowledge lie can guide you towards a topic that you can explore competently.
• Connect with Real-world Issues : Relating your interests to current industry challenges or trends can make your research more relevant and engaging.

2. Consider the Scope and Depth

• Define the Scope : A clear understanding of the scope helps in keeping the research focused. Too broad a topic can make the research vague, while too narrow may limit your exploration.
• Determine the Depth : Decide how deep you want to delve into the topic. Some subjects may require extensive quantitative analysis, while others may be more theoretical.

3. Examine Academic and Industry Relevance

• Align with Academic Requirements : Ensure that the topic aligns with your course objectives and academic requirements.
• Analyze Industry Needs : Consider how your research could contribute to the industry or address specific financial management challenges.

4. Evaluate Available Resources and Data

• Assess Data Accessibility : Ensure that you can access the necessary data and information to conduct your research.
• Consider Resource Limitations : Be mindful of the time, financial, and technological resources that you’ll need to complete your research.

5. Review Existing Literature

• Analyze Previous Research : Review related literature to identify gaps, controversies, or emerging trends that you can explore.
• Avoid Duplication : Ensure that your chosen topic is unique and not merely a repetition of existing studies.

6. Consult with Experts and Peers

• Seek Guidance from Faculty : Consulting with faculty or mentors can provide valuable insights and direction.
• Collaborate with Peers : Discussions with classmates or colleagues can help in refining ideas and getting diverse perspectives.

7. Consider Ethical Implications

• Evaluate Ethical Considerations : Ensure that your research complies with ethical guidelines, especially if it involves human subjects or sensitive data.
• Reflect on Social Impact : Consider how your research might influence society, policy, or industry standards.

8. Test the Feasibility

• Conduct a Preliminary Study : A small-scale preliminary study or analysis can help in gauging the feasibility of the research.
• Set Realistic Goals : Ensure that your research objectives are achievable within the constraints of time, resources, and expertise.

9. Align with Career Goals

• Consider Future Applications : Think about how this research might align with your career goals or professional development.
• Build on Past Experience : Leveraging your past experiences or projects can lend depth and continuity to your research.

10. Stay Flexible and Adaptable

• Be Open to Change : Research is often an iterative process; being flexible allows for adaptation as new insights or challenges emerge.
• Maintain a Balanced Perspective : While focusing on your chosen topic, keep an open mind to interrelated areas that might enrich your research.

Choosing the right financial management research paper topic is a nuanced process that requires careful consideration of various factors. From understanding personal interests and academic needs to evaluating resources, ethics, and feasibility, each aspect plays a significant role in shaping the research journey.

By following this comprehensive guide, students can navigate the complexities of selecting a suitable research paper topic in financial management. The ultimate goal is to find a topic that resonates with one’s interests, aligns with academic and professional objectives, and contributes meaningfully to the field of financial management. Whether delving into the dynamics of risk management or exploring the impact of FinTech innovations, the chosen topic should be a catalyst for inquiry, creativity, and growth.

How to Write a Financial Management Research Paper

Writing a research paper on financial management is a rigorous process that demands a thorough understanding of financial concepts, analytical skills, and adherence to academic standards. From selecting the right topic to presenting the final piece, each step must be methodically planned and executed. This section provides a comprehensive guide to help students craft an impactful financial management research paper.

1. Understand the Assignment

• Read the Guidelines : Begin by understanding the specific requirements of the assignment, including formatting, length, deadlines, and the expected structure.
• Clarify Doubts : If any aspect of the assignment is unclear, seek clarification from your instructor or mentor to avoid mistakes.

2. Choose a Strong Topic

• Identify Your Interest : Select a topic that interests you, aligns with your strengths, and meets academic and industry relevance. Refer to the previous section for detailed guidelines on choosing a topic.

3. Conduct Extensive Research

• Explore Varied Sources : Use academic journals, textbooks, online databases, and industry reports to gather diverse perspectives and evidence.
• Evaluate the Credibility : Ensure that the sources are credible, relevant, and up-to-date.
• Organize Your Findings : Maintain well-organized notes, including source citations, to facilitate smooth writing later.

4. Develop a Thesis Statement

• Define Your Focus : Craft a clear and concise thesis statement that outlines the central argument or purpose of your research.
• Align with the Evidence : Ensure that your thesis is well-supported by the evidence you have gathered.

5. Create an Outline

• Structure Your Paper : Plan the structure of your paper, including the introduction, body, and conclusion.
• Organize Ideas : Arrange your ideas, arguments, and evidence logically within the outline.

6. Write a Compelling Introduction

• Introduce the Topic : Provide background information and context to the reader.
• Present the Thesis : Clearly state your thesis to guide the reader through your research.
• Engage the Reader : Use compelling language to create interest in your study.

7. Develop the Body of the Paper

• Present Your Arguments : Use clear and concise paragraphs to present each main idea or argument.
• Support with Evidence : Include relevant data, charts, graphs, or quotations to support your claims.
• Use Subheadings : Subheadings can help in organizing the content and making it more reader-friendly.

8. Include Financial Analysis

• Apply Financial Models : Use relevant financial models, theories, or frameworks that pertain to your topic.
• Perform Quantitative Analysis : Utilize statistical tools, if necessary, to analyze financial data.
• Interpret the Results : Ensure that you not only present the numbers but also interpret what they mean in the context of your research.

9. Write a Thoughtful Conclusion

• Summarize Key Points : Recap the main arguments and findings of your paper.
• Restate the Thesis : Reiterate your thesis in light of the evidence presented.
• Provide Insights : Offer insights, implications, or recommendations based on your research.

10. Revise and Edit

• Review for Clarity : Read through the paper to ensure that the ideas flow logically and the arguments are well-articulated.
• Check for Errors : Look for grammatical, spelling, and formatting errors.
• Seek Feedback : Consider getting feedback from peers, tutors, or mentors to enhance the quality of your paper.

11. Follow Formatting Guidelines

• Adhere to Citation Style : Follow the required citation style (APA, MLA, etc.) consistently throughout the paper.
• Include a Bibliography : List all the references used in the research in a properly formatted bibliography.
• Add Appendices if Needed : Include any supplementary material like data sets or additional calculations in the appendices.

Writing a financial management research paper is a complex task that demands meticulous planning, diligent research, critical analysis, and clear communication. By adhering to these detailed guidelines, students can craft a research paper that not only meets academic standards but also contributes to the understanding of intricate financial management concepts.

Whether exploring investment strategies, corporate finance, or financial risk management, a well-crafted research paper showcases one’s analytical capabilities, comprehension of financial principles, and the ability to apply theoretical knowledge to real-world scenarios. It is an invaluable exercise in intellectual exploration and professional development within the realm of financial management.

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• Expert Degree-Holding Writers : Our team comprises handpicked writers, each holding degrees in finance or related fields. They come with a wealth of experience in academic writing, industry exposure, and a deep understanding of financial management concepts. They have the expertise to delve into complex topics and transform them into comprehensive, high-quality research papers.
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Enhancing sustainability through weather derivative option contracts: a risk management tool in greek agriculture.

1. Introduction

2. materials and methods, 2.1. pricing weather derivatives, 2.2. design of different option strategies, 2.3. value at risk (var) methodology.

• μ is the mean (average) value the total market value of tree crops for all winter periods.
• σ is the standard deviation of total market value of tree crops for all winter periods.
• Ζα is the Z-value corresponding to the confidence level (95%).
• VaRα represents the value at risk at the α confidence level, which represents the maximum expected loss.

2.4. Study Area and Temperature Data

3.1. basis statistical characteristics of hdd index and the graph of index development, 3.2. analysis of hdd options strategies, 3.3. hedging effectiveness, 4. discussion, 5. conclusions, author contributions, data availability statement, conflicts of interest.

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Prentzas, A.; Bournaris, T.; Nastis, S.; Moulogianni, C.; Vlontzos, G. Enhancing Sustainability through Weather Derivative Option Contracts: A Risk Management Tool in Greek Agriculture. Sustainability 2024 , 16 , 7372. https://doi.org/10.3390/su16177372

Prentzas A, Bournaris T, Nastis S, Moulogianni C, Vlontzos G. Enhancing Sustainability through Weather Derivative Option Contracts: A Risk Management Tool in Greek Agriculture. Sustainability . 2024; 16(17):7372. https://doi.org/10.3390/su16177372

Prentzas, Angelos, Thomas Bournaris, Stefanos Nastis, Christina Moulogianni, and George Vlontzos. 2024. "Enhancing Sustainability through Weather Derivative Option Contracts: A Risk Management Tool in Greek Agriculture" Sustainability 16, no. 17: 7372. https://doi.org/10.3390/su16177372

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