Showing papers on "Strategic planning published in 1984"
Book•
01 Jan 1984TL;DR: The Stakeholder Approach: 1. Managing in turbulent times 2. The stakeholder concept and strategic management 3. Strategic Management Processes: 4. Setting strategic direction 5. Formulating strategies for stakeholders 6. Implementing and monitoring stakeholder strategies 7. Conflict at the board level 8. The functional disciplines of management 9. The role of the executive as mentioned in this paper.
Abstract: Part I. The Stakeholder Approach: 1. Managing in turbulent times 2. The stakeholder concept and strategic management 3. Stakeholder management: framework and philosophy Part II. Strategic Management Processes: 4. Setting strategic direction 5. Formulating strategies for stakeholders 6. Implementing and monitoring stakeholder strategies Part III. Implications for Theory and Practice: 7. Conflict at the board level 8. The functional disciplines of management 9. The role of the executive.
17,404 citations
Book•
01 Jan 1984
TL;DR: A Framework for Strategic Human Resource Management (M. Tichy, et al. as mentioned in this paper ) is a framework for strategic human resource management with a focus on the external context of human resources management.
Abstract: ENVIRONMENT, STRATEGY, AND ORGANIZATION. The External Context of Human Resource Management (C. Fombrun). The Organizational Context of Strategic Human Resource Management (N. Tichy, et al.). A Framework for Strategic Human Resource Management (M. Devanna, et al.). THE STRATEGIC ROLE OF THE HUMAN RESOURCE SYSTEMS. Strategic Staffing (E. Miller). Strategic Staffing at Chase Manhattan Bank (C. Borucki and A. Lafley). The Appraisal System as a Strategic Control (G. Latham). STRATEGIC ISSUES IN HUMAN RESOURCES MANAGEMENT. Bringing Human Resources into Strategic Planning: Systems Design Considerations (P. Lorange and D. Murphy). Managing Human Resources in a Declining Context (T. Gimore and L. Hirschhorn). Human Resource Policies for the Innovating Organization (J. Galbraith). HUMAN RESOURCES: THE CEO's PERSPECTIVE. An Interview with Reginald Jones and Frank Doyle (C. Fombrun). An Interview with Edson Spencer and Doston Boyle (N. Tichy). References. Index.
4,147 citations
Book•
01 Jan 1984
TL;DR: In this paper, the authors present an integrated approach for bringing a corporation into the next century, giving special attention to managing technology, covering the key building blocks of strategic management and presents an approach to meeting the challenges of the 1990s and beyond.
Abstract: Provides an integrated approach for bringing a corporation into the next century. Giving special attention to managing technology, the book covers the key building blocks of strategic management and presents an approach to meeting the challenges of the 1990s and beyond.
1,856 citations
TL;DR: In this paper, a multimethod, multivariate analysis of "intended" strategies provides empirical support for the presence of strategic groups based upon Porter's (1980) generic strategies.
Abstract: A multimethod, multivariate analysis of “intended” strategies provides empirical support for the presence of strategic groups based upon Porter's (1980) generic strategies. Variations in intraindus...
1,528 citations
TL;DR: The research on a number of cognitive simplification processes which may affect the way decision-makers perform these tasks are summarized and their possible effects on strategic decision-making are discussed.
Abstract: Strategic decision-making can be viewed as a special kind of decision-making under uncertainty. Such decision-making involves the activities of goal formulation, problem identification, alternatives generation, and evaluation/selection. Researchers in cognitive psychology and behavioural decision theory have identified a number of cognitive simplification processes which may affect the way decision-makers perform these tasks. Within this paper, the research on these processes is summarized and their possible effects on strategic decision-making are discussed. Implications for future research in this area are also drawn.
917 citations
887 citations
TL;DR: In this article, finance theory must be extended in order to reconcile financial and strategic analysis for strategic planning. But, despite its major advances, finance theory has had scant impact on strategic planning and should learn to apply finance theory correctly.
Abstract: Despite its major advances, finance theory has had scant impact on strategic planning. Strategic planning needs finance and should learn to apply finance theory correctly. However, finance theory must be extended in order to reconcile financial and strategic analysis.
762 citations
TL;DR: In this paper, the authors draw on more than 200 empirical and theoretical studies of progress functions in industrial engineering, economics, and management to find policies that result in continuous cost improvements.
Abstract: Use of progress functions in strategic planning has led to the principle that firms can expect continuous cost improvements with cumulative output. But finding policies that result in continuous cost improvements requires a better understanding of the dynamics underlying firms' progress functions. This paper draws on more than 200 empirical and theoretical studies of progress functions in industrial engineering, economics, and management. Factors causing progress fall into four categories that vary in origin (exogenous or endogenous) and in type (autonomous or induced).
760 citations
TL;DR: In this paper, a conceptual scheme based on two underlying dimensions, the conceptualization of fit and the domain of fit, is proposed to highlight differences among six schools of thought in the context of strategic management.
Abstract: Although the concept of “fit” appears to be a central theme in strategy literature, it has been inadequately defined as it relates to strategic management. A conceptual scheme based on two underlying dimensions—the conceptualization of fit and the domain of fit—is proposed to highlight differences among six schools of thought. Use of the classificatory scheme for addressing theoretical and managerial issues while employing the concept of fit in strategy research is discussed
667 citations
TL;DR: In this article, the authors define and discuss the concept of critical success factors as input into the environment analysis, resource analysis, and strategy evaluation steps in the strategic planning/strategy development process.
TL;DR: In this article, the authors reviewed over 50 planning-related studies from small firm settings and identified four major research thrusts from this literature, and summarized key issues and findings associated with each thrust, and future research guidelines are derived.
Abstract: Viewed historically, strategic planning research in small firms has emerged sporadically rather than in clear research tracks. This paper reviews over 50 planning-related studies from small firm settings. Four major research thrusts are identified from this literature. Key issues and findings associated with each thrust are summarized, and future research guidelines are derived.
TL;DR: In this article, the contribution of economic analysis to issues in strategic management is reviewed and an assessment of the respective contributions of different industrial organization paradigms to strategic management issues is presented.
Abstract: This article reviews the contribution of economic analysis to issues in strategic management. It explores why orthodox economic theory has an uneasy tension with the concerns of strategic managers, outlines some important recent contributions from industrial organizations, and attempts to develop some normative principles from recent theoretical and empirical work in transactions cost economics. The article also attempts an assessment of the respective contributions of different industrial organization paradigms to strategic management issues.
Book•
01 Jan 1984
TL;DR: In this paper, the authors present a management and the environment: managers and the evolution of management managers and their environments managing in a global environment social and ethical responsibilities of management, and work and organizations: management decision-making the planning function strategic planning the organizing function organization design the controlling function.
Abstract: Part 1 Management and the environment: managers and the evolution of management managers and their environments managing in a global environment social and ethical responsibilities of management. Part 2 Managing work and organizations: management decision-making the planning function strategic planning the organizing function organization design the controlling function. Part 3 Managing people in organizations: motivation managing work groups leading people in organizations communication and negotiation human resource management organization change, development and innovation. Part 4 Managing production and operations: production and operations management production and inventory planning and control managing information for decision making. Part 5 Special management topics: entrepreneurship careers in management. Appendix: Internet exercises.
TL;DR: In this paper, the authors discuss those biases which appear common to both managers and planners when they make judgements about risk, and discuss the implications of biased judgement in a planning context.
Abstract: Subjective judgements by planners and managers are a major component in the process of strategic planning. If such judgements are faulty, efforts at better strategic plans are likely to be misdirected. This paper discusses those biases which appear common to both managers and planners when they make judgements about risk. Implications of biased judgement are discussed in a planning context. Although we still do not know the best ways to elicit judgements, the paper concludes with a discussion of subjective sensitivity analysis which appears to offer some hope.
01 Aug 1984
TL;DR: Three models of strategy that are implicit in the literature are described--linear, adaptive, and interpretive.
Abstract: Three models of strategy that are implicit in the literature are described--linear, adaptive, and interpretive. Their similarity to Boulding's (1956) hierarchical levels of system complexity is not...
TL;DR: In this paper, the authors incorporate the political objective of domain maintenance into the existing typology of the strategic objectives of environmental management, and incorporate it into the framework of domain defense and domain maintenance.
Abstract: Conceptually, business political activity may have three major objectives: (1) to gain special monetary and anticompetitive favors from government—domain management; (2) to manage environmental turbulence created by governmental threats to the legitimacy of organizational goals and purposes—domain defense; and (3) to manage similar threats to the methods by which organizations pursue their goals and purposes—domain maintenance. This paper incorporates the political objective of domain maintenance into the existing typology of the strategic objectives of environmental management.
Posted Content•
TL;DR: In this article, the authors developed simple economic tools for analyzing a firm's resource position, and used a resource product matrix to examine some strategic options suggested by the resource-based view, under four circumstances: bargaining power of suppliers and buyers, threat of substitute resources, first mover advantages, building resource position barriers, and mergers and acquisitions.
Abstract: Firms can be analyzed from the resource or product aspect. This paper develops simple economic tools for analyzing a firm's resource position, and uses a resource product matrix to examine some strategic options suggested by the resource-based view. The resource-based view provides basis for addressing key issues in strategy formulation, such as basis for diversification and acquisition. A resource is any strength or weakness of a given firm, tangible or intangible, that is semi-permanently tied to the firm. Considered specifically are the circumstances that will lead to longer-term high returns. Strategies that allow a firm's resources to be managed for high returns are considered, under four circumstances: bargaining power of suppliers and buyers and threat of substitute resources, first mover advantages, building resource position barriers, and mergers and acquisitions. A resource-product matrix is used to illustrate several patterns of resource development: sequential entry, exploit and develop, and stepping stones. Examining a firm in terms of its resources and assets rather than its products provides a different view of available strategic options, and helps to identify means of using its resources as barriers to other firms. (TNM)
Book•
01 Jan 1984
TL;DR: In this paper, the concept and trends in its management are discussed, as well as the concept of alternative business strategies and strategies to obtain a sustainable competitive advantage in a competitive market, such as Penetration, Product-Market Expansion, Vertical Integration, and Big Idea.
Abstract: PART I: INTRODUCTION AND OVERVIEW. 1. Business Strategy: The Concept and Trends in Its Management. 2. Strategic Market Management: An Overview. PART II: STRATEGIC ANALYSIS. 3. External and Customer Analysis. 4. Competitor Analysis. 5. Market Analysis. 6. Environmental Analysis and Strategic Uncertainty. 7. Internal Analysis. PART III: ALTERNATIVE BUSINESS STRATEGIES. 8. Obtaining a Sustainable Competitive Advantage. 9. Differentiation Strategies. 10. Cost, Focus, and the Preemptive Move. 11. Strategic Positioning. 12. Growth Strategies: Penetration, Product-Market Expansion, Vertical Integration, and the Big Idea. 13. Diversification. 14. Strategies in Declining and Hostile Markets. 15. Global Strategies. PART IV: IMPLEMENTATION. 16. Implementation. Appendix: Planning Forms. Index.
TL;DR: In this article, the authors focus on the notion of collective strategy: the joint formulation of policy and implementation of action by the members of interorganizational collectivities, and propose an alternative way of characterizing the task of managing organization-environment relations.
Abstract: The field of business policy has variously characterized the task of managing organization-environment relations as: (a) responding to exogenous environmental threats and opportunities, (b) negotiating resource interdepen-dencies with outside stakeholders, and (c) strategically maneuvering vis-avis competitors in industrial arenas. An alternative way of characterizing the task of managing organization-environment relations is offered. This focuses on the notion of collective strategy: the joint formulation of policy and implementation of action by the members of interorganizational collectivities.
TL;DR: In this article, the authors develop specific testable propositions that link six managerial characteristics to strategy and effectiveness at two hierarchical levels: corporate and strategic business unit, respectively, and propose a testable proposition that links these characteristics to organizational effectiveness.
Abstract: Prior research relating general manager characteristics to organizational strategy has (a) tended to operationalize these characteristics in vague and untestable terms; (b) focused almost solely on the implications of differences in business unit level strategic mission; and (c) rarely examined strategy-general manager linkages in the context of a key criterion variable, namely, effectiveness. This paper develops specific testable propositions that link six managerial characteristics to strategy and effectiveness at two hierarchical levels: corporate and strategic business unit.
Book•
01 Jan 1984
TL;DR: In this paper, Managers, Diversity, and a Changing Environment International Management and the Global Economy FOUNDATIONS OF MANAGEMENT Historical Views on Management Managerial Decision Making and Problem Solving PLANNING FOR PRODUCTIVITY Fundamentals of Planning Strategic Planning and Strategic Management Organizational Culture and Design Job Designs for Individuals and Work Teams.
Abstract: Partial table of contents: Managers, Diversity, and a Changing Environment International Management and the Global Economy FOUNDATIONS OF MANAGEMENT Historical Views on Management Managerial Decision Making and Problem Solving PLANNING FOR PRODUCTIVITY Fundamentals of Planning Strategic Planning and Strategic Management ORGANIZING FOR PRODUCTIVITY Organizational Culture and Design Job Designs for Individuals and Work Teams LEADING FOR PRODUCTIVITY Leading Through Motivation Leading Through Communication Leading Through Teamwork and Group Dynamics CONTROLLING FOR PRODUCTIVITY Fundamentals of Controlling Information Technology and Control PRODUCTIVITY IN THE DYNAMIC ENVIRONMENT Entrepreneurship, Innovation, and Organizational Change Workplace 2000: Managing for Quality and Competitive Advantage Supplementary Modules.
TL;DR: The literature addressing the empirical relationships between strategic planning and hard measures of organizational performance is examined in this paper, where distinctions are drawn among formal strategic planning; strategic planning content; and research linking strategic planning, environment, and organizational performance.
TL;DR: The authors identifies the most common pitfalls to human resource planning in U.S. multinationals and offers guidelines for the development of a paradigm for the strategic management of human resources in the multinational enterprise.
Abstract: The efficient operation of a multinational enterprise is contingent upon the availability and effective utilization of numerous strategic resources—technology, capital, know-how, and people. It is my contention that human power is a key ingredient to the successful operation of a multinational, without which all the other aforementioned resources could not be effectively and efficiently utilized or transferred from corporate headquarters to the various subsidiaries in the world; hence the need for multinationals to devote greater attention to the strategic management of human resources as part of the overall planning and control process in a firm. This article identifies the most common pitfalls to human resource planning in U.S. multinationals and offers guidelines for the development of a paradigm for the strategic management of human resources in the multinational enterprise.
Posted Content•
TL;DR: In this paper, a model comprised of both core processes and overlaying processes is presented across three levels of management to examine the process of internal corporate venturing (ICV) and the issues and difficulties that arise.
Abstract: Examines the process of internal corporate venturing (ICV) and the issues and difficulties that arise. The model developed considers the strategic activities associated with these ventures both simultaneously and sequentially. Using the results of a study of the development of six ICV projects, a model comprised of both core processes and overlaying processes is presented across three levels of management. Four critical problem areas arise in this analysis. Each is explored and the reasons are presented for why these problems occur. These areas are vicious circles in the definition process, managerial dilemmas in the impetus process, indeterminatenesss of the strategic context of ICV development, and perverse selective pressures exerted by the structural context on ICV development. Based on the insights gained from the problem areas of ICV, four recommendations for improving the strategic management of these ventures are highlighted. Included are facilitating the definition process (e.g., facilitating the integration of business and R&D perspectives), moderating the impetus process (e.g., clarifying and expanding management roles as champions and strategists), elaborating the strategic context of ICV (e.g., creating a long term strategy to support new business opportunities), and refining the structural context of ICV (e.g., through appropriate measurement and reward systems). Managers involved in ICV must consider the strategic situation faced by other managers at different levels in order to anticipate and address the problems which will face the internal new venture. (SRD)
TL;DR: In this paper, the authors provide direction for a systematic program of research on a congruence perspective of organization design and provide a theoretical model of strategic choice, which is based on a multivariate approach involving environment, technology, and structure.
Abstract: This paper provides direction for a systematic program of research on a congruence perspective of organization design. A theoretical model of strategic choice is elaborated and serves as an integrating framework from the organization design literature. The model is based on a multivariate approach involving environment, technology, and structure, as well as their congruency. A number of specific research hypotheses are generated, and implications for the development of both descriptive and normative theory are advanced.
TL;DR: The authors argue that global strategies succeed by creating certain economies along and the between value-added chains and by designing marketing programs that adapt products to national needs and yet exploit these upstream economies.
Abstract: The formulation of strategy can be fruitfully viewed as placing bets on certain markets and on certain links of the value-added chain. The key to understanding a global strategy is to locate how competitive positions in one national market change the economics for entry into other countries and into other product lines. This article argues that global strategies succeed by creating certain economies along and the between value-added chains and by designing marketing programs that adapt products to national needs and yet exploit these upstream economies. Two major conclusions are that a company can compete in different strategic groups across countries and that a hallmark feature of a global strategy is the creation of operational flexibility to benefit from uncertainty.
01 Aug 1984
TL;DR: In this paper, a competitive strategy under uncertainty involves a tradeoff between acting early and acting later after the uncertainty is resolved, and another trade-off between focusing resources on one scenario.
Abstract: Competitive strategy under uncertainty involves a trade-off between acting early and acting later after the uncertainty is resolved, and another trade-off between focusing resources on one scenario...
TL;DR: In this article, the authors study the efficiency of different strategies for achieving market share and cash flow objectives in different types of businesses producing both consumer and industrial products situated at various stages on the product life cycle: growth, maturity and decline.
Abstract: Since the introduction of the concept of the product life cycle PLC some decades ago a great deal has been written on the subject and several empirical studies have been conducted. However, empirical research to date is often limited in scope. It is oriented towards the analysis of the growth and saturation stages and focused primarily on the study of consumer goods. Furthermore, the application of the PLC concept in strategic planning is largely disappointing, the normative orientation of most of this literature being somewhat naive and misleading.
The aim of the present research is to study the efficiency of different strategies for achieving market share and cash flow objectives. This study is performed on different types of businesses producing both consumer and industrial products situated at various stages on the product life cycle: growth, maturity and decline.
A sample of approximately 1,100 businesses 217 in the growth stage, 315 in the maturity stage, 569 in the decline stage is drawn from the PIMS data base. A cluster analysis is run to identify natural groups of homogeneous businesses. For each of the nine identified groups, linear regression models are estimated to study the influence of strategic actions-finance, marketings, production, R&D, personnel-on two criteria of performance: market share and cash flow.
The research indicates that strategies not only depend on the life cycle stage but also are influenced by the goal orientation of the firm-short-term cash-flow or long-term market share-and that success strategies appear to be contingent upon the business and the environmental characteristics.