Showing papers in "Long Range Planning in 1999"

TL;DR: In this paper, the authors provide new empirical evidence on the nature and practice of strategic planning in U.K. companies based on a sample of 113 public limited companies (54%manufacturing sector and 46% service sector).

TL;DR: In this paper, a number of key themes of business process management are developed and discussed, based on the experience of more mature Business Process Management organizations, and these themes have implications for organisations seeking to improve their organisational effectiveness.

TL;DR: In this article, the authors explore the attitudes of owner-managers to the conflicting pressures of family and business and find that common agreement on some issues such as the fact that children should be allowed to choose whether to join the business, and that families and business affairs should be kept separate.

TL;DR: In this paper, the authors argue that an integrated risk management approach allows companies to consistently deliver superior performance while proactively managing risks, and they outline a structured methodology for risk management process evaluation and change.

TL;DR: Whitehill et al. as mentioned in this paper explored how managers might build knowledge management into the strategy process in their firms, and how to combine a knowledge perspective with established strategy tools, or how to develop unique knowledge-based sources of sustainable competitive advantage.

TL;DR: In this article, the authors provide an in-depth analysis of the experiences of four companies in managing the change process associated with implementing postponement strategies and identify operating and organizational characteristics to assess the attractiveness of postponement in their specific business settings.

TL;DR: In this article, the authors present the preliminary findings from an in-depth qualitative study of therelationships between chairmen and chief executives in major UK corporations, and show that splitting the roles is only successful if individuals can work their way through to a complementarity of roles.

TL;DR: A case study of Hoshin Kanri practice at Xerox (UK) is presented in this article, where the authors describe the use of vital few programmes, the link with employee appraisals, an active role for a network of quality managers, a participative form of deployment, and a mature form of total quality management.

TL;DR: In this paper, the authors examine how leaders translate values into action and actions into enduring organizational values, and argue that the language of having values is often inadequate for understanding individual and organizational ethics.

TL;DR: In this article, the authors explore the relationship between the vision and strategy of an organizational founder and the strategy of subsequent managements, and analyse the potential effects (if any) between the founding vision and current company strategy.

TL;DR: In this paper, a manager's guide to radical change programs and why change is often so difficult to manage successfully is presented. But the focus is on the politics and emotions surrounding change.

TL;DR: In this paper, a framework for strategic accounting built around the concept of environmental turbulence and differing information needs is presented. But, as stated in the authors, "Few firms have developed internal systems that can provide the strategic management information needed to make informed strategic decisions".

TL;DR: In this article, the authors present the Enterprise Model, which simultaneously addresses business functions and processes, and how to use it in an integrated audit of an enterprise and its plans, which can be used to link the firm's operating decisions to its strategic direction.

TL;DR: In this paper, the internal marketing schematic is derived from a synthesis of existing tried and tested management tools and it identifies the processes involved in delivering quality services both internally and externally and provides for the measurement of the quality of these services.

TL;DR: In this article, the authors propose a new model of strategy as a dynamic process, which involves the formation of strategic intent, the alignment of action with intent, and the response to emerging issues.

TL;DR: Ten content characteristics of formal information technology plans were identified from the research literature and two implementation predictors proved significant in the testing of hypotheses: description of responsibility for the implementation and description of user involvement during the implementation.

TL;DR: In this article, the authors suggest a framework which may help firms and public institutions to identify the necessary competitive conditions for an effective evolution towards sustainable development, and to understand the major managerial implications of such evolution.

TL;DR: The authors provides insights into the synergistic nature of competing strategic analysis perspectives and offers an integrated model that not only synthesises the most prominent perspectives but also captures the dynamic nature of today's competitive environment.

TL;DR: In this paper, the main factors that lie behind the expansion of commercial activities in European airports are examined, and the authors highlight how this re-focusing has manifested itself in terms of the design, layout and allocation of commercial space within an airport, and how this change has increased the role and prominence of commercial management.

TL;DR: In this article, the authors assess the extent to which formal succession planning has taken hold among Taiwanese business firms and identify factors underlying the decision to adopt a formal plan, and detect differences that may exist between Chinese-and foreign-owned firms in the tendency to adopt succession plans.

TL;DR: Brief Case as mentioned in this paper is a portfolio of commentary, opinion, research and experience from the Ashridge Strategic Management Centre, 17 Portland Place, London W1N 3AF, UK.

TL;DR: In this paper, the authors present an approach to process and practice in marketing auditing that places benchmarks and benchmarking at its centre and draws clear links between the means of marketingauditing and its end, i.e., incremental organizational change.

TL;DR: In this paper, the authors argue that low operating costs and cheap prices are not sufficient in and of itself to establish long term competitive advantage for a growing company, and that companies also need to leverage their distinctive corporate capabilities and unique experiences.

TL;DR: In this paper, the authors present an integrated managerial framework for identifying, managing and organizing responses to strategic issues in multinational enterprises. But they do not consider the impact of organizational involvement on these issues.

TL;DR: In this article, a case study, investigating a distribution network, and relationship management in the electronics sector, is presented, where factors affecting the development and maintenance of relationships are considered.

TL;DR: In this article, a ten-point program which represents the minimum requirement to establish an ethical infrastructure in an organisation and to ensure that the institutional memory survives personnel and market upheavals is presented.

TL;DR: In this article, the authors identify the different developmental and strategic stages of foreign subsidiaries, analyze how their control needs change over time, and recommend control systems appropriate for each stage, based on which a superior strategy implemented ineffectively is much less likely to succeed.

TL;DR: In this paper, the authors provide a review of literature which describes how existing research has concentrated on the identification and analysis of potential problems during plan generation and execution, and the findings from interviews with managers from a case company are presented.

TL;DR: In this article, the authors discuss the growth of the grey market, examine the motivations behind the buyer behaviour of older consumers, and then develop a needs-based segmentation framework linked to customer satisfaction and relationship marketing.

TL;DR: In this article, the authors identify four distinct design archetypes, which are then integrated into a comprehensive typology for the analysis of science organizations, and highlight the various design options available to science organizations as well as the performance implications of these options.