The paper 'The Critical Challenges Facing New Zealand’ s Chief Executives" is a good example of a finance and accounting research proposal. The thesis statement focused on risks and challenges facing business organizations in New Zealand. The authors stated that these challenges and risks can be understood better by getting the views of chief executive officers, who are responsible for dealing with them. Therefore, the aim of the article was to present findings on what chief executives in New Zealand found to be the most important issues in their environments and to discuss the implications of these issues for management skills.
As the statement of the problem suggests, New Zealand chief executive officers face a myriad of challenges and risks, which they must address sufficiently and regularly to keep their organizations competitive and sustainable. The thesis statement agrees with the title of the article and is clearly visible to the reader. Based on the thesis statement, I think the article’ s strength lies in the ability to reflect on what New Zealand business leaders ought to embrace as they set to realign their management practices with global trends and best practices.
The main weakness is that the research was limited to the authors’ resources and capabilities, meaning that they were not able to explore any relevant issues outside the scope of the thesis statement. Although no specific hypothesis or research question is stated in this article, the authors have clearly addressed the overall context of their research. The researcher’ s objectives were fairly answerable and were obtained by analyzing the findings in the context of the thesis statement. Literature Review No clear review of literature is noted in this article.
However, the authors have made appropriate references to articles that were used to develop a theoretical underpinning for the study. These references contributed to the reader’ s overall understanding of the research problem and the reasoning for establishing the noted research problem. In order to highlight the context of the study, the authors have given an outline of New Zealand’ s organizational landscape and its management capabilities. To accomplish this, the authors drew heavily from previous studies on the subject and even incorporated findings from other countries such as Australia.
In so doing, the authors have made it easier for readers to appreciate the relevance of the findings in the New Zealand context. A key shortcoming of this article is that the authors failed to review the literature on the challenges and risks presented by organizational culture and behavior on management strategies and practices. According to Youndt and Snell (2004, p. 338), organizational culture can be an impediment to the realization of organizational objectives. It is therefore suggested that the authors could have incorporated a review of literature on this important aspect.
In addition, the authors did not review the literature on how management practices and decisions in New Zealand organizations are influenced by practices in other countries. There is sufficient evidence to show that due to the forces of globalization, management practices have converged and therefore organizations face fairly similar challenges and risks all over the world.
Daniels J, Radebaugh L & Sullivan D 2014, International Business: environment and operations, Boston: Prentice Hall.
Flyvbjerg, B 2003, Megaprojects and Risk: An Anatomy of Ambition. Cambridge: Cambridge University Press.
Hitt M, Haynes K and Serpa R 2010, ‘Strategic leadership for the 21st century’, Business Horizons, vol. 53, no. 5, pp. 437–444.
Nag R, Hambrick D & Chen M 2007, ‘What is strategic management, really? Inductive derivation of a consensus definition of the field’, Strategic Management Journal, vol. 28, no. 9, pp. 935–955.
Patton, M 2002, Qualitative research & evaluation methods, Thousand Oaks: Sage Publications.
Youndt, M & Snell, S 2004, ‘Human resource configurations, intellectual capital, and organizational performance’, Journal of Managerial Issues, vol. 16, no. 3, pp. 337-360.