Showing papers in "Long Range Planning in 1988"

TL;DR: In this paper, a pragmatic approach to strategic planning is presented for use by public and non-profit organizations and two examples of its application are presented, one involving a city government and the other a public health nursing service.

TL;DR: In this paper, the authors argue that a growing number of firms are forming too many "bandwagon" alliances in a vacuum of strategic consideration and, as a consequence, are placing their organizations at a competitive disadvantage.

TL;DR: In this paper, the authors present a survey of the role of technology strategy in the development of a technology strategy, focusing on the problems of developing a clear approach to managing technology, at least for many Western corporations.

TL;DR: An operational approach is prescribed for making a comprehensive evaluation of an organization's process for IS strategic planning, including its inputs and its outputs, because the quality of the resulting IS plan is only one of many determinants of the value of an SPIS process.

TL;DR: In this article, the authors suggest that formal strategic planning can play a variety of important and useful roles peripheral to the strategy development and implementation process, which they label as public relations, information, group therapy, and direction and control.

TL;DR: The authors suggest that a multi-faceted approach which combines the use of goal-setting and critical success factors with performance appraisal can facilitate the strategy implementation process.

TL;DR: In this paper, four categories of technological alliances (vertical/horizontal, pre-competitive/competitive) are considered to be useful to analyse and understand them and to generate suggestions for improving their management.

TL;DR: It is concluded that the scenario process has value beyond the results for strategic thinking and management.

TL;DR: In this paper, the authors explain how neglecting the post-merger integration process can undermine the performance of a strategically sound acquisition and offer guidelines to improve the quality of acquisition planning and implementation.

TL;DR: In this paper, the authors analyze factors constituting entry, survival and eventual exit barriers and their occurence in different countries and discuss the findings in terms of barrier-waiving and the formulation of response strategies at government and other levels.

TL;DR: In this paper, the authors explored the relationship between synergy and profitability for six types of businesses using PIMS data on 1638 manufacturing strategic business units (SBUs) and found that potential synergies among the SBUs can generate a product market portfolio with a higher profitability by allowing a firm to operate more effeciently and/or effectively in managing its scarce resources.

TL;DR: In this paper, an alternative, dynamic and process-based model of culture is developed, where the significant shared meanings which allow managers collectively to make sense of what they and others do are redefined as "significant shared meanings" and strategic management is a cultural process aimed at altering managers' interpretations about the fundamental nature and purpose of their organization and their roles within it.

TL;DR: In this paper, the authors discuss three strategies, namely marketing, operations and organizational design, for financial institutions to deal with the challenges of increased competitiveness and greater consumer awareness, which call for re-examination of their design strategies.

TL;DR: The results of a large scale survey taken among U.S. manufacturers of mature industrial products as mentioned in this paper indicated that within each product/market there are some tasks which are more important than others for success.

TL;DR: In this paper, a starting framework for a strategic human resource planning system is presented, which involves several complex subsystems which require sustained effort and persistence in developing a workable model.

TL;DR: The Dutch insurance industry has changed dramatically in the last two decades as discussed by the authors, and major Dutch insurance companies have adjusted their strategies because of these changes; some have chosen minority participations, others obtained a controlling interest and in some instances activities were started from scratch.

TL;DR: In this article, the authors conducted a study of formal strategic planning practices in 82 Belgian firms and found that the present state of affairs of strategic planning in the average Belgian firm is not well understood.

TL;DR: The potential for the emergence of Japan as a true collaborator in the car markets at home and abroad and assesses developments in the area of strategic alliances is discussed in this paper, an area where much is likely to happen in the future.

TL;DR: The strategies of new biotechnology firms are dominated by the relatively long time and heavy expenditure required to develop major biotechnological products, and must match their product strategies to the capital available.

TL;DR: In this paper, the authors describe how information technology was used to improve productivity and customer services in the travel and package holidays business and emphasise that IT strategy and investment cannot stand still, no matter how successful.

TL;DR: In this paper, the authors show the need for a different set of strategies to win in services than have been shaped in the product business context, and specific illustrations show how leading U.S. consumer service companies are building strategic advantage while also improving the value of their business.

TL;DR: In this article, a review of 57 studies relating to capital budgeting practice undertaken between 1948 and 1986 and a new study concerning practice within the very largest U.K. companies were presented.

TL;DR: In this article, a Japanese company changed the management system and corporate culture of a plant in the United States and the results of these changes were a threefold increase in production volume, a three-fold improvement in productivity, the number of defective products was reduced by half, all laid-off workers were re-employed and the plant, which had been making a loss, became profitable.

TL;DR: In this article, the authors introduce a basis for strategic design of buildings and encourage a more dynamic attitude so that buildings are planned strategically, designed strategically and managed in a more strategic fashion.

TL;DR: In this paper, the authors identify three "C's": effective leadership, involvement and good employee communications, stress on performance management, appropriate reward systems and training and development, and highlight the importance of people competence, commitment and capacity for change.

TL;DR: In this article, the authors describe the creation and development of a service designed as a data base to be used at the business unit level to provide a description of organizational variables, identify the effect of variables on strategy and provide a methodology consistent with objectives.

TL;DR: In this paper, the authors developed a model that can be used in operating situations in Third World countries and described its application to a brewery group in Nigeria, and used it in a manufacturing plant in Nigeria.

TL;DR: The Journal's American Editor introduced a group of articles on the theme "Competitive Strategies for Service Businesses" as discussed by the authors, which examined the role of planning in the service industries and showed that strategic planning and competitive strategy have an important role to play.

TL;DR: In this paper, the authors explore the need for charities and philanthropic bodies to develop strategies which emphasize efficiency and service and the examples and evidence presented highlight some important issues for fundraisers.