Dr John Parnell

  • Belk Chair of Management
  • Management, Marketing & International Business, UNCP
  • john.parnell@uncp.edu
  • 910-521-6465
  • P.O. Box 1510
  • Pembroke NC 28372

John A. Parnell earned the BSBA (Marketing), MBA, and MA (Adult Education) degrees from East Carolina University, the Doctor of Education degree from Campbell University, and the Doctor of Philosophy degree in Strategic Management from The University of Memphis. Dr. Parnell has fifteen years of college teaching and administrative experience and presently serves as the William Henry Belk Professor of Management at the University of North Carolina at Pembroke. He is a recipient of the 2002 H.M. Lafferty Distinguished Faculty Award at Texas A&M University-Commerce and the 2005 Adolph Dial Award for Scholarly & Creative Activity at UNC-Pembroke. Dr. Parnell is the author of over 200 basic and applied research articles, published presentations, and cases. His present research is focused on business strategy and performance, entrepreneurial strategy, crisis management, and sustainable strategic management. Recent publications have appeared in the Journal of Business Ethics, International Journal of Organizational Analysis, Academy of Management Learning & Education, Management Decision, Journal of Management Education, the European Journal of Management, and Strategic Change. His co-edited book, Business English, was published in 2003 by the Higher Education Press in Beijing. The third edition of his current textbook—Strategic Management Concepts—was published in 2008. He is the founding editor of the International Journal of Sustainable Strategic Management. He lectures abroad, most recently in Mexico, Peru and China.

There are 19 included publications by Dr John Parnell :

TitleDateViewsBrief Description
Assessing the strategic relevance of organisational capabilities: evidence from Turkish hotels 2013 639 This study identified capabilities with links to strategic behaviour and performance in Turkish hotels. Executives in 111 Turkish hotels attached greater importance to market and market-linking capabilities than other capabilities. The generic strate...
Assessing Theory and Practice in Competitive Strategy: Challenges and Future Directions 2008 1445 Competitive strategy scholars seek to answer three important questions: (a) what constitutes an effective strategy and how is it crafted, (b) how are strategies implemented in an organization, and (c) how can a strategy’s effectiveness be evaluated? ...
Comparative work values among future managers in China and the USA 2008 1291 Work values have been identified as critical variables in the career development process. Many of the problems associated with foreign joint ventures in China over the past two decades have been concerned with employee motivation and retention. Given...
A Comparison of Competitive Strategy and Organizational Performance in Turkey and The United States 2010 393 The literature is replete with tests of the competitive strategy-performance relationship.However, most published work has been in the developed world, most notably the United States. This paper compares and contrasts the nature of competitive strate...
Competitive Strategy and Performance in Mexico, Peru, and the United States 2011 1307 This paper compares competitive strategy-performance relationships in Mexico, Peru, and the USA. 334 managers in the USA, 398 in Mexico, and 314 in Peru completed surveys. An innovative strategy orientation was positively associated with performance ...
Competitive strategy and performance measurement in the Malaysian context 2008 3048 The purpose of this paper is to contribute to a better understanding of competitive strategy and performance measurement in the Malaysian context by applying a modified version of Conant et al’s generic strategy scale and categorizing Malaysian firms...
Competitive strategy orientation in Egypt and Peru 2011 600 There is a dearth of empirical studies that examine the link between competitive strategy and organizational performance in developing nations. This paper addresses this gap by assessing the strategy-performance nexus in two disparate emerging econom...
The Desktop Manager 2006 2328 The article focuses on the concept of the desktop manager. The authors emphasize the effect of technology and Internet on desktop managers. The lack of interpersonal skills as one of the problems that need attention is considered. This problem involv...
Entrepreneurial Service Performance and Technology Management: A Study of China and Japan 2006 2561 There is a dearth of empirical research examining on-the-job performance in China. This paper, however, adds to the literature by examining high technology businesses in China and demonstrating how their internal processes may differ both from wester...
Generic Strategies after Two Decades: A Reconceptualization of Competitive Strategy 2006 7121 Current RBV-grounded research has provided keen and valuable insight into the business-strategy-performance relationship. However, the accompanying shift away from the continued refinement of generic business strategy typologies has left a number of ...
Integrating Strategic Groups and the Resource Based Perspective:: Understanding the Competitive Process 2005 9888 Although the strategic group and resource based perspectives are frequently presented as mutually exclusive, we argue otherwise. The resource based view informs strategic group analysis through a firm’s product or service portfolio by offering a rich...
Market Orientation, Strategy and Revenue Growth in the Turkish Hotel Industry 2015 869 This empirical analysis of hotel properties in south-western Turkey draws on the market orientation, strategy, and capabilities literature to highlight the bene?ts of a differentiation strategy and customer-value focus for competitors in this industr...
Marketing Resources and Firm Performance among SMEs 2006 10617 According to the resource-based view (RBV) of the firm, strategically relevant resources are the basis for organizational performance. This paper examines the link between seven marketing resources associated with customer orientation and performance...
Organizational Life Cycle: A Five Stage Empirical Scale 2003 8092 Adapting a concept from the biological sciences, organizational researchers have proposed a life cycle of organizational development from birth to death. Several distinct models have been postulated, ranging from three to ten stages. This paper propo...
The Role of Human Resources in the Success of New Businesses 2006 20476 Factors associated with business success have been pervasive topics in the entrepreneurship literature for decades and have addressed all functional areas of business, such as marketing, finance, and production (Bruno, Leidecker, & Harder, 1987; Terp...
Strategic capabilities, competitive strategy, and performance among retailers in Argentina, Peru and the United States 2011 1632 This paper aims to assess the influence of strategic capabilities on the business strategy-performance relationship among retail businesses in Argentina, Peru, and the USA. Design/methodology/approach – Zahra and Covin's self-reported scale was amend...
Strategic philosophy and management level 2005 4796 Purpose – To examine how a manager's strategic philosophy is influenced by his or her management level in the organization. Design/methodology/approach – Scales are developed to measure managers' philosophical perspectives along three key dimensions ...
Strategy as a response to organizational uncertainty: An alternative perspective strategy-performance relationship 2000 1192 Much of the literature suggests that strategies are formulated in light of perceived environmental conditions and internal capabilities. This study supports the notion that strategy is formulated in part as a response to management uncertainties abou...
Variations in Strategic Philosophy among American and Mexican Managers 2004 5109 Strategic managers today are faced with five critical judgment calls when formulating strategies for their companies: (1) Approaching strategy as an art or as a science, (2) publicizing the strategy or maintaining its secrecy, (3) seeking strategic c...