Book•
Strategy Maps: Converting Intangible Assets into Tangible Outcomes
16 Dec 2003-
TL;DR: In this paper, the authors present a strategy map for aligning intangible assets to enterprise strategy and planning the campaign, which is based on the Strategy Map to Strategy Map (SMSM) framework.
Abstract: 1 Introduction 2 Strategy Maps 3 Operations Management Processes 4 Customer Management 5 Innovation Processes 6 Managing Regulatory and Societal Processes 7 Aligning Intangible Assets to Enterprise Strategy 8 Human Capital Readiness 9 Information Capital Readiness 10 Organization Capital 11 Customizing Your Strategy Map to Your Strategy 12 Planning the Campaign
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TL;DR: In this paper, the authors investigated empirically the relation between the value creation efficiency and firms' market valuation and financial performance, and found that firms' intellectual capital has a positive impact on market value and financial performances, and may be an indicator for future financial performance.
Abstract: Purpose – The purpose of this article is to investigate empirically the relation between the value creation efficiency and firms’ market valuation and financial performance.Design/methodology/approach – Using data drawn from Taiwanese listed companies and Pulic's Value Added Intellectual Coefficient (VAIC™) as the efficiency measure of capital employed and intellectual capital, the authors construct regression models to examine the relationship between corporate value creation efficiency and firms’ market‐to‐book value ratios, and explore the relation between intellectual capital and firms’ current as well as future financial performance.Findings – The results support the hypothesis that firms’ intellectual capital has a positive impact on market value and financial performance, and may be an indicator for future financial performance. In addition, the authors found investors may place different value on the three components of value creation efficiency (physical capital, human capital, and structural cap...
1,185 citations
TL;DR: In this article, the authors present a recently converging business model view, based on analyzing business model definitions, perspectives and components in the literature, and portray its essential components in an integrated framework.
903 citations
Cites background from "Strategy Maps: Converting Intangibl..."
...It is determined within the revenue model from which revenue streams the entire business model is supported (Kaplan and Norton, 2004)....
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TL;DR: In this article, a review of research in Strategy-as-Practice (SAP) is presented and five directions for the further development of the practice perspective are outlined: placing agency in a web of practices, recognizing the macro-institutional nature of practices and focusing attention on emergence in strategy-making, exploring how the material matters, and promoting critical analysis.
Abstract: This article reviews research in Strategy-as-Practice (SAP) and suggests directions for its development. The power of this perspective lies in its ability to explain how strategy-making is enabled and constrained by prevailing organizational and societal practices. Our review shows how SAP research has helped to advance social theories in strategic management, offered alternatives to performance-dominated analyzes, broadened the scope in terms of organizations studied and promoted new methodologies. In particular, it has provided important insights into the tools and methods of strategy-making (practices), how strategy work takes place (praxis), and the role and identity of the actors involved (practitioners). However, we argue that there is a need to go further in the analysis of social practices to unleash the full potential of this perspective. Hence, we outline five directions for the further development of the practice perspective: placing agency in a web of practices, recognizing the macro-institutional nature of practices, focusing attention on emergence in strategy-making, exploring how the material matters, and promoting critical analysis.
807 citations
Additional excerpts
...Examples might include the activities of the creators and promoters of influential recent tools such as “Blue Ocean Strategy” (Kim & Maubourgne, 2005 ) or “Strategy Mapping” (Kaplan & Norton, 2004 )....
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TL;DR: In this article, the authors test the SLT causal model that hypothesizes positive relationships among the qualities of spiritual leadership, spiritual survival, and organizational productivity and commitment using longitudinal data from a newly formed Apache Longbow helicopter attack squadron at Ft. Hood, Texas.
Abstract: Spiritual leadership theory (SLT) is a causal leadership theory for organizational transformation designed to create an intrinsically motivated, learning organization. Spiritual leadership comprises the values, attitudes, and behaviors required to intrinsically motivate one’s self and others in order to have a sense of spiritual survival through calling and membership—i.e., they experience meaning in their lives, have a sense of making a difference, and feel understood and appreciated. The effect of spiritual leadership in establishing this sense of leader and follower spiritual survival is to create value congruence across the strategic, empowered team, and individual levels to, ultimately, foster higher levels of organizational commitment, productivity, and employee well-being. The primary purpose of this research is to test the SLT causal model that hypothesizes positive relationships among the qualities of spiritual leadership, spiritual survival, and organizational productivity and commitment using longitudinal data from a newly formed Apache Longbow helicopter attack squadron at Ft. Hood, Texas. The results provide strong initial support for SLT and its measures. A methodology was developed for establishing a baseline for future organizational development interventions as well as an action agenda for future research on spiritual leadership in general and Army training and development in particular. We conclude that spiritual leadership theory offers promise as a springboard for a new paradigm for leadership theory, research, and practice given that it (1) incorporates and extends transformational and charismatic theories as well as ethics- and valuesbased theories (e.g., authentic and servant leadership) and (2) avoids the pitfalls of measurement model misspecification.
625 citations
TL;DR: A review of the development of strategic human resource management (SHRM) literature can be found in this paper, where the authors trace how the field has evolved to its current state, articulate many of the major findings and contributions, and discuss how they believe it will evolve in the future.
616 citations