Showing papers in "Long Range Planning in 2005"

TL;DR: In this paper, the authors synthesize the authors' wide research in this field to offer a strategy for achieving the objective, which relates technical and social barriers to three key activities, identifying failure, analyzing failure and deliberate experimentation, to develop six recommendations for action.

TL;DR: The Strategic Fitness Process (SFP) as mentioned in this paper is an integrated, disciplined, leadership platform that a senior management team can utilize to create an open conversation about their organization's fit with the strategy and environment as well as their own leadership.

TL;DR: In this paper, the outcomes of fourteen strategic failures in a very large European telecommunication firm were analyzed, and the authors asked what the company learned from these failures and what were the key impediments to learning.

TL;DR: In this article, the authors analyzed the multi-alliance management practices of 25 leading European companies and identified four tasks of portfolio management: strategy, monitoring, co-ordination and the establishment of an alliance management system.

TL;DR: In this paper, a study of 46 successful and 24 struggling family-controlled businesses was conducted to determine how they differed in their strategic, organisational and leadership priorities, and they identified four main priorities which they called "the 4 Cs" (continuity, community, connections and command).

TL;DR: In this paper, the authors describe design-driven renewal as a four-phase process stimulated and supported by design, combining continuous product innovation with the periodic revision of the strategic course of the company.

TL;DR: In this article, the authors examined the dynamism of the knowledge creation process at Fujitsu Ltd. as it merges and integrates the different elements of broadband network technology, computer and software technology, and multimedia processing technology.

TL;DR: In this paper, the authors investigated to what extent the responses by UK screen-printing companies to pressures to improve their environmental performance represented a deliberate attempt by senior managers to provide their organisations with a strategic competitive advantage using both a quantitative and qualitative approach.

TL;DR: In this article, a four-stage model is proposed to describe the evolution of a failing organization through a sequence of four stages before finally landing in the morass of death, and the model explains how the elements germane to each stage facilitate the progression of an organization from crippling deterioration in performance to eventual death or to re-stabilizing survival.

TL;DR: In this paper, the authors examine board dynamics over the different stages of failure and identify the special challenges that directors confront at each stage of failure, and suggest initiatives the board should use to prevent or reverse failure.

TL;DR: In this article, the authors investigated the influence of functional diversity on the performance of IJVs and discussed how companies can moderate this influence through adaptation, trust, commitment and communication, and found that although functional diversity has a negative impact on IJV performance, managers can influence the magnitude of this impact.

TL;DR: In this paper, the authors used the publishing industry to illustrate how Taiwan's small-and medium enterprises modified their network structures to meet the requirements of the changing environment in the past 20 years.

TL;DR: In this paper, the authors explore the problems that these dynamics create for companies, and examine the benefits that can be obtained from institutionalising more critical upward feedback into an organisation's communication systems.

TL;DR: In this article, the authors identify eight common reasons why managers misinterpret their companies' market orientation levels and identify what could be done to rectify the situation, leading to a number of conclusions and implications for both theory and practice.

TL;DR: In this article, the authors focus on state-political firms, companies owned or heavily influenced by the state and operating in state-dominated business systems, and explore the management of third-order change in the Greek state-owned electricity utility, the Public Power.

TL;DR: The authors reviewed the literature to date and studies the example of one of the earliest cases of outsourcing an HR business process, when EDS took on the responsibility for Canadian Imperial Bank of Commerce.

TL;DR: In this article, the authors demonstrate how the addition of Real Options to discounted cashflow can improve CRM investment decision making, encourage managers to verify critical assumptions and reduce both investment and business risk.

TL;DR: In this article, the authors examined the importance of links from other web sites, which may be viewed as a referral (e.g. word-of-mouth) from a trusted third party, and found that the number of links to a particular internet retail store explains over 60% of the variance of site traffic between different sites and there is a very high level of industry concentration in all five sectors.

TL;DR: In this article, the authors examine the network relationships of a set of large retail multinational enterprises (MNEs) and analyze under what conditions a flagship-network strategy (characterized by a network of five partners) explains the internationalisation of three retailers whose geographic scope, sectoral conditions and competitive strategies differ substantially.

TL;DR: In this paper, the authors studied Shell, Siemens and DaimlerChrysler for three and a half years in the 1980s and 1990s and found that the negative aspects of change can be avoided if leaders take a company's core values into account and engage employees when they guide their organisation through times of change.

TL;DR: In this paper, the authors study a sample of 91 parent-subsidiary pairs in the Japanese service sector and find that the subsidiaries tend to exhibit stronger short-to-medium term growth than their parents.

TL;DR: In this paper, a framework for determining an optimum strategy based on the firm's market and the strength of its strategic and marketing assets was proposed. But the model was not able to predict which strategies were selected by the firms.

TL;DR: In this paper, the authors propose a broad theory of large-scale institutional change, and suggest its implications for managers in charge of complex organizational change, using the Chinese electricity industry transformation as an example.

TL;DR: The importance of the composition of peer groups, the need for a performance culture with clear deliverables, the value of self-management processes, and the role of top management support as discussed by the authors.

TL;DR: In this paper, a quantitative study at Swisscom, Switzerland, supports eight out of nine hypotheses of a model for the emergence of network action, and suggests that managers could themselves drive collective action by initiating joint activities in networks, or they could act as enablers of collective activities by creating action-inducing conditions.