Showing papers on "Strategic planning published in 1981"
TL;DR: In this paper, the reliability and validity of measures of organizational characteristics used in previous marketing studies in the areas of strategic planning and distribution channels are examined, and the authors examine the reliability of these measures.
Abstract: The author examines the reliability and validity of measures of organizational characteristics used in previous marketing studies in the areas of strategic planning and distribution channels. Key i...
1,306 citations
TL;DR: The traditional Bain/Mason paradigm of industrial organization (IO) offered strategic management a systematic model for assessing competition within an industry, yet the model was seldom used in the business policy (BP) field.
Abstract: The traditional Bain/Mason paradigm of industrial organization (IO) offered strategic management a systematic model for assessing competition within an industry, yet the model was seldom used in the business policy (BP) field. IO and BP differed in their frames of reference (public vs. private), units of analysis (industry vs. firm), views of the decision maker and stability of structure, and in other significant respects. Development of IO theory during the 1970s has narrowed the gap between the two fields, to the extent that IO should now be of central concern to policy scholars.
1,264 citations
Book•
01 Jan 1981
408 citations
TL;DR: In this article, the authors examine the factors influencing the formulation and implementation of strategy in new and small firms and show that small businesses vary substantially in their resource positions, the goals of their founders and their potential.
357 citations
01 Feb 1981
TL;DR: The concepts of the experience curve, the market share/profitability correspondence, and the growth/share matrix were developed during pre-OPEC years as mentioned in this paper and are simplified theories, not their more sophisticated elaborations, which are being used in many of today's planning processes.
Abstract: Concepts award market share the key position in the determination of competitive profitability. However, the strategic planning concepts of the experience curve, the market share/profitability correspondence, and the growth/share matrix were developed during pre‐OPEC years. While the Strategic Planning Institute and The Boston Consulting Group have taken their applications far beyond the initial concepts, it is simplified theories, not their more sophisticated elaborations, which are being popularized and used in many of today's planning processes.
353 citations
TL;DR: Strategic awareness is greater in organizations that have recently changed their strategies than in those that have not, and differs across the three industries studied.
Abstract: ‘Strategic awareness’ is viewed in two ways: the extent to which an executive's perception of the organization's strategy aligns (a) with the organization's ‘realized’ strategy and (b) with the chief executive's perception. Strategic awareness is positively related to hierarchical level, but differs across the three industries studied. Awareness is greater in organizations that have recently changed their strategies than in those that have not.
303 citations
TL;DR: In this paper, corporate-level and business-level strategies are operationalized in terms of inter-and intra-industry variation, respectively, and the inter- and intra-organization variation is used to represent both levels of strategy.
Abstract: Corporate-level strategy and business-level strategy are operationalized in terms of interindustry and intra-industry variation, respectively. Variables representing both levels of strategy are use...
270 citations
TL;DR: The strategic planning for higher education The Journal of Higher Education: Vol 52, No 5, No 4, pp 470-489 as discussed by the authors, is a seminal work in the field of higher education.
Abstract: (1981) Strategic Planning for Higher Education The Journal of Higher Education: Vol 52, No 5, pp 470-489
255 citations
TL;DR: In this article, an emerging theory of market evaluation helps dynamic analysis of customers, competitors, and strategic choices is presented, which is based on the marketing concept of customers are the focal point of strategy.
Abstract: Marketing helps strategic management at a philosophical, conceptual, and methodological level. Theory-building contributions are few. The marketing concept stresses that customers are the focal point of strategy. Marketing defines the environment in terms that customers think are important. Segmentation partitions customers into groups with common needs and the positioning concept frames strategic choke as decisions about which segments to serve and with whom to compete. An emerging theory of market evaluation helps dynamic analysis of customers, competitors, and strategic choices.
196 citations
TL;DR: In this paper, the state of the art of the environmental scanning and forecasting function in organizations was surveyed through a multi-faceted survey and the findings supported the conclusion that organizations have not yet widely developed sophisticated systems and integrated their outputs into the strategic planning process.
TL;DR: In this article, the authors argue that the value and leverage of the resources is simply too great for the kind of reactive response to pressures which has characterized it in the past as it stands today, the personnel function, or industrial relations, or whatever title is used, is typically not a major mover in the firm.
TL;DR: In Japanese management, the maximum utilization of human resources is achieved through three general strategies: development of an internal labor market, articulation of a unique company philosophy, and intensive socialization of employees.
Abstract: Japanese management is characterized by a focus on the maximum utilization of human resources. This philosophy of management is realized through three general strategies: development of an internal labor market, articulation of a unique company philosophy, and intensive socialization of employees. These strategies in turn are manifested in a number of specific management techniques. These techniques can be adapted by businesses in other countries, and indeed some of them (e.g., long tenure, job rotation, consultative decision making) are in use in a number of top American companies.
TL;DR: There is enormous potential for cross-fertilization in theory-building and applied research if the individual perspectives of industrial organization, marketing, and administrative behavior are utilized as complex tools for the strategic management scholar as discussed by the authors.
Abstract: There is enormous potential for cross-fertilization in theory-building and applied research if the individual perspectives of industrial organization, marketing, and administrative behavior are utilized as complex tools for the strategic management scholar. In general, industrial organization and marketing can contribute to better understanding of strategy content issues, and administrative behavior to strategy process issues. Research findings will be richer if strategic management scholars work to develop mid-range theories that draw from the existing knowledge base of these disciplines and if they establish close working relationships with researchers from disciplines other than their own.
TL;DR: In this article, the authors examine the differences found in regulated environments that affect strategic planning and propose proposals which can serve as the basis for future empirical research arc offered and a theoretical framework in which to view the regulated industry situation is developed.
Abstract: SUMMARY The need for strategic planning by firms to achieve an alignment vvith their environment is widely recognized. Various studie.'^ have analysed the structures and strategic processes utilized b> t'lrms in their altetnpts to eslahlish domains and attain goals. Yet the problems faced by firms in regulated environments by and large have been ignored. This paper examines the c.-itical differences found in regulated environments that aflect strategic planning. Propositions which can serve as the hasis of future empirical research arc offered and a theoretical .'"ranfiework in which to view the regulated industry situation is developed.
Proceedings Article•
01 Jan 1981
TL;DR: This paper discusses the advantages of the use of the stakeholder framework as a basis for focusing an organization's environmental scanning effort and a contingency model for environmental scanning is developed to relate the focus and method used for environmental scanned to the dynamism of the environment and the power of a stakeholder relative to the organization.
Abstract: This paper discusses the advantages of the use of the stakeholder framework as a basis for focusing an organization's environmental scanning effort. Arising from the discussion, a contingency model for environmental scanning is developed to relate the focus and method used for environmental scanning to the dynamism of the environment and the power of the stakeholder relative to the organization. Steps for implementing the environmental scanning system are then discussed. Increasing environmental turbulence in the remotely useful from a managerial or theo1950's led practicing managers and theoretical perspective... Scanning systems reticians to the realization that organiface two problems: ( 1) how to register zations could no longer be regarded as needed information, and (2) how to act closed systems--organizations had to be upon the information," (Pfeffer & Salancik, regarded as open systems. The open 1978). system concept of organizations necessarily led to the inclusion of environmental King overcame these problems to some considerations in the planning process. In extent by analyzing the type of inforso doing, strategic planning came into mation needed for strategic planning in being (Ansoff & Thanheiser, 1978). The order to derive some sort of focus for the mere fact that environmental considerscanner (King & Cleland, 1978). Thus, he ations had to be included in the planning identified six environmental information process necessitated the development of a sub-systems--the image, the customer, the process whereby information about the potential customer, the competitive inforenvironment could be collected, analyzed, mation, the regulatory information, and and acted upon. The concept of environthe critical intelligence information submental scanning thus came into being. systems. However the focus and the method to be used in the environmental But concepts are paper tigers--it is pracscanning process were still ill-defined. tice that counts. Agui lar ( 1967) recognized Subsequently, Fahey developed a typology four modes of environmental scanning-of scanning processes based on the impetus undirected viewing, conditioned viewing, for scanning (Fahey, King, Vadake, 1981). informal search, and formal search. This Thus crisis initiated scanning gave rise to did not help the manager to determine irregular scanning. Scanning initiated by what to scan, nor how to scan it. And the need for problem solving was to be some eleven years later, Pfeffer remarked done on a periodic basis, whi le scanning for that "... the allusion to the environment is opportunity finding and problem avoidance frequently pro forma and seldom follows up was to be done continuously. Clearly at the open systems perspective with anything this juncture there is still no method of
TL;DR: In this article, the authors present 16 propositions regarding promotion decisions that are suitable for empirical testing, including the decision process, attributes of the decision maker(s), the organization's promotion policies and support systems, and other elements of the organizational and environmental context.
Abstract: Factors likely to influence promotion decisions include the decision process, attributes of the decision maker(s), the organization's promotion policies and support systems, and other elements of the organizational and environmental context. The decision process includes strategy formulation, candidate search, information handling, evaluation and choice, and planning for implementation. We present 16 propositions regarding promotion decisions that are suitable for empirical testing.
TL;DR: An integrated approach to market analysis and definition begins with a common model of the principal dimensions of a market and the recognition that different market definitions are needed for different strategic purposes.
Abstract: Two distinct approaches to market analysis and definition have evolved. Those approaches which adopt a top-down persepective, tend to specify markets in terms of competitive capabilities and resource transferability. The alternative bottom-up perspective emphasizes customer requirements or usage patterns when defining markets. An integrated approach begins with a common model of the principal dimensions of a market. The second element is the recognition that different market definitions are needed for different strategic purposes. Next, the strategic planning framework which links business units and product-market units should be compatible with these purposes and reflect a strategically relevant balance of cost and demand factors. A procedure for forming business units from groups of product-markets is shown to be effective for achieving this balance.
TL;DR: Scholars in administrative behavior have contributed to our understanding of strategic management through (1) the study of organizations in the context of their environment; (2) the case studies of managerial action in the contexts of an organization; and (3) the development of methods to improve the strategic alignment between an organization's capabilities and its environment as mentioned in this paper.
Abstract: Scholars in administrative behavior have contributed to our understanding of strategic management through (1) the study of organizations in the context of their environment; (2) the study of managerial action in the context of an organization; and (3) the study and development of methods to improve the strategic alignment between an organization's capabilities and its environment. The view of organizations as open systems, prescriptive and descriptive studies of managerial activity, including decision-making processes, and studies of relationships between strategy, structure, and performance are among the contributions of administrative behavior scholars to the field of strategic management.
TL;DR: The linkages and interactions between rational/analytical and behavioural/political conceptions of strategic decision making are explored in the context of a specific decision arena—strategic energy management.
Abstract: This paper attempts to bridge the divide between rational/analytical and behavioural/political conceptions of strategic decision making. The linkages and interactions between these approaches to the making of strategic decisions are explored in the context of a specific decision arena—strategic energy management.
TL;DR: The idea of competitive advantage is not new. What is new is the growing acceptance of this planning concept as a general philosophy of management as discussed by the authors, which will provide the guiding philosophy for the predominant management practice of the 1980s: strategic management.
Abstract: The idea of competitive advantage is not new. What is new is the growing acceptance of this planning concept as a general philosophy of management. In all likelihood, the notion of competitive advantage will provide the guiding philosophy for the predominant management practice of the 1980s: strategic management. As experience at Clark Equipment Company shows, the answers to eight key questions can spell out a winning strategy.
TL;DR: The authors showed that the benefits of strategic assumptions analysis can be realized without this specification, through a devil's advocate approach, without the need for specification of an alternative course of action, which is not conclusive.
Abstract: Evidence from several field studies supports the claim that dialectical inquiry aids strategic decision making. This evidence is not conclusive, however, and findings from other studies have indicated that a devil's advocate approach may be superior. A fundamental difference between the two is that dialectical inquiry requires specification of an alternative course of action. It is possible that the benefits of strategic assumptions analysis can be realized without this specification—i.e., through a devil's advocate approach.
TL;DR: In this paper, the early development of the philosophy and concept of management by objectives (MBO) as it has been traditionally defined in the literature is discussed, and Drucker worked out the philosophic foundations of MBO with the assistance of Harold Smiddy of the General Electric Company, who was already putting the manager's letter concept into practice.
Abstract: In this article, I discuss the early development of the philosophy and concept of management by objectives (MBO) as it has been traditionally defined in the literature. Peter Drucker worked out the philosophic foundations of MBO with the assistance of Harold Smiddy of the General Electric Company, who was already putting the “manager's letter” concept into practice in the late 1940s.
TL;DR: Results indicate that environmental interaction is the primary factor in determining departmental influence on strategic decisions.
Abstract: The relative importance of internal organizational activities versus environmental interaction as sources of influence on strategic decision making was explored in a field study in 15 organizations. Results indicate that environmental interaction is the primary factor in determining departmental influence on strategic decisions.
TL;DR: In this article, the authors advocate a two-step approach to the problem of combining procurement strategy and corporate plans, and advocate a more comprehensive integration of procurement related information into the corporate planning process.
Abstract: A Strategic Approach to Procurement Planning For the past decade the philosophy of strategic planning has been in its ascendency. During the 1980s it is likely that increasing demands will be placed on the strategic planning process. Although entrenched deeply in the minds of corporate managers and market planners, strategic planning concepts have diffused slowly throughout the organization to include the materials functions. Several recent articles1 have addressed the need to integrate purchasing more effectively into the typical firm's strategic planning program. While there are a number of compelling arguments for incorporating purchasing related information into a firm's long-range plans, it is clear that for a vast number of American corporations this action has not occurred. In some organizations corporate planners tend not to listen to purchasing people. One need only consult popular management texts dealing with corporate planning2 to find that topics devoted to procurement related strategic decisions are notable only by their absence! In other companies, an interchange between the two departments is missing because purchasing managers tend not to think strategically. Research3 suggests that many purchasing managers, even at the highest levels, frequently become mired in day-to-day procurement decisions and, as a consequence, cannot devote adequate energy to the long-range, strategic procurement needs of their companies. Adamson4 builds a link between procurement and strategic planning and attempts implicitly to reserve a place for purchasing within the corporate planning infra-structure. Nonetheless, throughout his discussion of strategic planning he fails to make an important point which, unfortunately, is often overlooked by practicing purchasing managers as well. The point is this. While it is essential for management to take actions that match the firm with its environment, it is equally important to recognize that effective strategic procurement can have a profound impact on a firm's competitive stance in the marketplace. The purpose of this article is two-fold. A primary objective is to sensitize purchasing managers to the importance of planning within the purchasing function. Second, through the development of a general model of strategic planning, this presentation establishes a foundation for a more comprehensive integration of procurement related information into the corporate planning process. Thus, the article advocates a two-step approach to the problem of combining procurement strategy and corporate plans. That is, before corporate level plans can be responsive to meaningful procurement related inputs, purchasing managers must first identify strategic environmental contingencies and assimilate these factors into their buying decision processes. CORPORATE PLANNING--MYTHS AND REALITIES If strategic plans are to be developed, an organization must extend its view beyond those events and factors that are immediately controllable to those that are more distant, less predictable, second order consequences and chains of events. There is no question that over the past few years much of the environmental turbulence and uncertainty can be attributed to procurement related factors. Clearly, energy shortages, volatile supply situations, double-digit inflation, and recessionary pressures have hampered corporate efforts to plan and execute strategy. In many cases, such surprises have not given sufficient warning to permit advanced strategic planning. Indeed, these dramatic shifts in the ability to deal with the future have called into question several of the assumptions upon which traditional planning models are based. Dispelling Conventional Wisdom Ansoff5 concludes that the time has come for strategic planners to remove their blinders and cease scanning the environment from the market output side only More specifically, it is becoming clear that strategic planning must extend beyond product/market decisions to take into account social, political and resource strategies. …
TL;DR: The STRATPORT decision support system as discussed by the authors represents an extension and operationalization of current business portfolio approaches, and is designed to aid top managers and corporate planners in the evalu...
Abstract: The STRATPORT decision support system represents an extension and operationalization of current business portfolio approaches. It is designed to aid top managers and corporate planners in the evalu...
Proceedings Article•
01 Jan 1981
TL;DR: In this paper, the authors developed a theoretical framework that positively relates the use of management information systems to determinants of departmental power, including interdepartmental communications, and adapted from the theory of strategic contingencies [Hickson, Hinings, Lee, Schneck, & Pennings, 1971] and this theory is modified by the introduction of the departmental tasks as a mediating variable in the relationship between power and its determinants.
Abstract: After a review of related theoretical and empirical research, I develop a theoretical framework that positively relates the use of management information systems to determinants of departmental power, including interdepartmental communications. The determinants of power are adapted from the theory of strategic contingencies [Hickson, Hinings, Lee, Schneck, & Pennings, 1971] and this theory is modified by the introduction of the importance of departmental tasks as a mediating variable in the relationship between power and its determinants.
TL;DR: In this article, the authors consider the need to develop strategic planning for small businesses, and summarizes the findings of a recent survey on strategy of small businesses and conclude that the small businessmen fail, cope, and learn in the struggle for survival.
TL;DR: In this paper, an operational approach to strategic planning for international marketing using a portfolio perspective is suggested, and the need for such a perspective is discussed, followed by an examination of current approaches to international business portfolio analysis and strategic planning.
Abstract: This paper suggests an operational approach to strategic planning for international marketing using a portfolio perspective. The need for such a perspective is discussed, followed by an examination of current approaches to international business portfolio analysis and strategic planning. A new approach to international portfolios, based on a combined stochastic dominance and analytic hierarchy process approaches, is suggested. The data requirements and analysis of this approach are outlined and the issues and challenges in the design and implementation of an international business portfolio system are discussed.