Showing papers on "Strategic planning published in 1987"
TL;DR: A recent study conducted by Hay Group Incorporated, in conjunction with the University of Michigan and the Strategic Planning Institute, reports that when a business is pursuing a growth strategy it needs top managers who are likely to abandon the status quo and adapt their strategies and goals to the marketplace as mentioned in this paper.
Abstract: Within academia there has been similar growing awareness of this need. Although this awareness is being articulated in several ways, one of the most frequent involves the conceptualization and investigation of the relationship between business strategy and the personal characteristics of top managers.2 Here, particular manager characteristics such as personality, skills, abilities, values, and perspectives are matched with particular types of business strategies. For example, a recently released study conducted by Hay Group Incorporated, in conjunction with the University of Michigan and the Strategic Planning Institute, reports that when a business is pursuing a growth strategy it needs top managers who are likely to abandon the status quo and adapt their strategies and goals to the marketplace. According to the study, insiders are slow to recognize the onset of decline and tend to persevere in strategies that are no longer effective; so, top managers need to be recruited from the outside.
2,113 citations
TL;DR: In this article, a general conceptual model and specific hypotheses about how the meanings attached to strategic issues by decision makers are translated into organizational responses are presented, integrating an interpretive view of organizational decision making with cognitive categorization theory.
Abstract: A general conceptual model and specific hypotheses about how the meanings attached to strategic issues by decision makers are translated into organizational responses are presented. The model integrates an interpretive view of organizational decision making with cognitive categorization theory. The hypotheses focus on how labeling an issue as either a threat or an opportunity affects both subsequent information processing and the motivations of key decision makers. It is argued that decision makers' cognitions and motivations systematically affect the processing of issues and the types of organizational actions taken in response to them. Both theoretical and managerial implications are discussed.
1,544 citations
Book•
10 Aug 1987
TL;DR: The The Pims Principles Linking Strategy To Performance is universally compatible in imitation of any devices to read and is easy to use in the authors' digital library.
Abstract: Rather than enjoying a fine book subsequent to a cup of coffee in the afternoon, instead they juggled later some harmful virus inside their computer. The Pims Principles Linking Strategy To Performance is easy to use in our digital library an online access to it is set as public hence you can download it instantly. Our digital library saves in multiple countries, allowing you to get the most less latency era to download any of our books taking into consideration this one. Merely said, the The Pims Principles Linking Strategy To Performance is universally compatible in imitation of any devices to read.
1,369 citations
Book•
01 Jan 1987
TL;DR: The strategic management process is an overview of three strategy-making tasks: developing a strategic vision setting objectives, and crafting a strategy industry and competitive analysis evaluating company resources and competitive capabilities strategy and competitive advantage matching strategy to a company's situation strategy.
Abstract: Part 1 Concepts and techniques of strategic management: the strategic management process - an overview the three strategy-making tasks -developing a strategic vision setting objectives, and crafting a strategy industry and competitive analysis evaluating company resources and competitive capabilities strategy and competitive advantage matching strategy to a company's situation strategy and competitive advantage in diversified companies evaluating the strategies of diversified companies implementing strategy - building resource capabilities and structuring the organization implementing strategy - budgets, policies, best practices, support, systems, and rewards implementing strategy - culture and leadership. Part 2 Cases in strategic management.
1,317 citations
TL;DR: The empirical section of this study found that environmental uncertainty influenced manufacturing strategy variables such as Manufacturing Flexibility, and the Role of Manufacturing Managers in Strategic Decision Making, which influenced business performance.
Abstract: In recent years, researchers and practitioners are paying increasing attention to the phenomenon of manufacturing strategy. However, there exists no formal theory of manufacturing strategy to explain the phenomenon. There is a real need for empirical studies for the development of such a theory. This study takes a step in that direction by clarifying, organizing and integrating terms and concepts relevant to manufacturing strategy in the process of conducting an empirical investigation of key manufacturing strategy variables.
The empirical section of this study based on data gathered from 35 manufacturers found that environmental uncertainty influenced manufacturing strategy variables such as Manufacturing Flexibility, and the Role of Manufacturing Managers in Strategic Decision Making. The manufacturing strategy variables, in turn, influenced business performance.
1,078 citations
TL;DR: The second in a series of such studies conducted by the Society for Information Management and the MIS Research Center at the University of Minnesota as mentioned in this paper revealed the expected in some areas and revealed surprises in other areas.
Abstract: The results from a five-part Delphi survey of chief IS executives and corporate general managers indicate the most critical information systems management issues and consensus on their importance. The research project is the second in a series of such studies conducted by the Society for Information Management and the MIS Research Center at the University of Minnesota. The research confirmed the expected in some areas and revealed surprises in other areas. While strategic planning continued to top all issue sin importance, many changes have occurred since 1983. Three new issues have joined the top ten issues in importance. Also, the rank order of several issues in the top ten has shifted. Survey results are discussed in terms of the differing views of IS executives and corporate general managers. A review of how these views have changed over time is also presented. A number of conclusions are drawn about managing information systems and about the changing nature of the IS executive's job.
962 citations
Book•
01 Jan 1987
TL;DR: In this article, the authors present an overview and opportunity identification/selection of new products, including the menu the new products process opportunity identification and selection - strategic planning for new products.
Abstract: Part 1 Overview and opportunity identification/selection: the menu the new products process opportunity identification and selection - strategic planning for new products. Part 2 Concept generation: preparation and alternatives problem-based ideation analytical attribute approaches - introduction and perceptual mapping analytical attribute approaches - trade-off analysis and qualitative techniques. Part 3 Concept/project evaluation: the concept evaluation system concept testing the full screen sales forecasting and financial analysis product protocol. Part 4 Development: design development team management special issues in development product use testing. Part 5 Launch: strategic launch planning implementation of the strategic plan market testing - pseudo sales methods market testing continued -controlled sales and full sale launch management public policy issues appendices.
892 citations
TL;DR: In this paper, the authors suggest that organizational structures and strategy-making processes are highly interdependent and must be complementary in many ways to ensure good performance under challenging condit-a...
Abstract: This study suggests that organizational structures and strategy-making processes are highly interdependent and must be complementary in many ways to ensure good performance under challenging condit...
730 citations
TL;DR: In this paper, the authors focus on three strategies for realizing economic benefits from the multiproduct firm: vertical integration, related diversification, and unrelated diversification and identify economic benefits of the strategies and link them with the organizational control requirements necessary to realize these benefits.
Abstract: This paper focuses on three strategies for realizing economic benefits from the multiproduct firm: vertical integration, related diversification, and unrelated diversification. The paper identifies economic benefits of the strategies and links them with the organizational control requirements necessary to realize these benefits. Organizational and environmental constraints that can inhibit the realization of these benefits also are considered.
526 citations
TL;DR: In this article, the authors focused on the nature and role of mission statements in organizational processes; their goal was to improve our understanding of the link between strategic planning and firm performance.
Abstract: Developing a mission statement is an important first step in the strategic planning process, according to both practitioners and research scholars.' Several recent books on strategic management include entire chapters on mission statements, which attest to their perceived importance in the strategy formulation process. Nevertheless, the components of mission statements are among the least empirically examined issues in strategic management. No reported empirical studies describe the composition of business mission statements, only a few conceptual articles suggest desirable component characteristics, and no reported attempts have been made to link mission statements to corporate performance. This neglect is surprising since several studies have concluded that firms that engage in strategic planning outperform firms that do not.2 Thus, the research reported in this paper focused on the nature and role of mission statements in organizational processes; its goal was to improve our understanding of the link between strategic planning and firm performance.
513 citations
TL;DR: An empirical study involving 97 manufacturing firms that averaged $20 million in annual sales yielded a strong positive correlation between the degree of planning formality and firm performance, suggesting formalized strategic planning was consistently a positive factor associated with high levels of organizational performance.
Abstract: An empirical study involving 97 manufacturing firms that averaged $20 million in annual sales yielded a strong positive correlation between the degree of planning formality and firm performance. Additionally, interactive analysis disclosed that this relationship pervaded various grand strategies; the implication being that formalized strategic planning was consistently a positive factor associated with high levels of organizational performance.
TL;DR: In this article, a systematic critical review of 18 relevant empirical studies allows valuable insights into the planning-performance controversy and discloses controllable methodological inconsistencies and contingency variable interactions, an awareness of which can improve research designs.
Abstract: Although the effect of formal strategic planning on organization effectiveness remains an unresolved issue, a systematic critical review of 18 relevant empirical studies allows valuable insights into the planning-performance controversy The analysis discloses controllable methodological inconsistencies and contingency variable interactions, an awareness of which can improve research designs.
01 Jul 1987
TL;DR: In the 1980s, international business faced new strategic challenges as discussed by the authors, and organizations that had once succeeded with relatively one-dimensional strategies (efficiency, responsiveness, or ability to exploit learning) were forced to broaden their outlook.
Abstract: INTERNATIONAL BUSINESSES FACED NEW STRATEGIC challenges in the 1980s. Corporations that had once succeeded with relatively one-dimensional strategies—efficiency, responsiveness, or ability to exploit learning—were forced to broaden their outlook. Successful "transnational" corporations integrated all three of those characteristics. They did so by building on the strengths—but accepting the limitations—of their administrative heritages. This is the first of two articles; the second will describe how actual companies made that transition. Ed.
Book•
01 Jan 1987
TL;DR: In this paper, a comprehensive, managerially-focused, integrated, step-by-step guide to pricing analysis and strategy development is provided for MBA or advanced undergraduate courses in pricing or pricing and product policy.
Abstract: This volume is designed for MBA or advanced undergraduate courses in pricing strategy or pricing and product policy. Practical in focus and lively in style, the book provides a comprehensive, managerially-focused, integrated, step-by-step guide to pricing analysis and strategy development. New to this third edition are: an updated, practical guide to legal limitations on pricing; a chapter on pricing in and through channels of distribution; an expanded and revised chapter on managing value perceptions and price expectations; and more examples particularly relating to e-commerce.
A comprehensive, managerially-focused guide to formulating pricing strategy. Practical in focus and lively in style, this volume explains ideas and concepts that are essential to integrate pricing successfully into marketing strategy and that should be a part of every marketer's repertoire. Features numerous walk-through examples, illustrating how companies successfully implement pricing strategies.
Contents:
Ch. 1. Strategic planning : the Harvest of your potential
Ch. 2. Costs : how should they affect pricing decisions?
Ch. 3. Financial analysis : pricing for profit
Ch. 4. Customers : understanding and influencing the purchase decision
Ch. 5. Competition : managing conflict thoughtfully
Ch. 6. Pricing strategy : managing your market proactively
Ch. 7. Life cycle pricing : adapting strategy in a changing environment
Ch. 8. Value-based sales and negotiation : influencing customer behavior
Ch. 9. Segment pricing ; tactics for separating markets
Ch. 10. Pricing in the marketing mix : developing an integrated strategy
Ch. 11. Channel strategy : price management
Ch. 12. Competitive advantages : establishing foundations for more profitable pricing
Ch. 13. Measuring perceived value and prices sensitivity : research techniques to supplement judgement
Ch. 14. Ethics and the law : understanding the constraints on pricing.
Book•
01 Oct 1987
TL;DR: A background to the study of the management of strategic change can be found in this paper, where the authors present a case study of management and strategic change in the Menswear Retail Market: 1970-1985.
Abstract: Part I: A Background to the Study of the Management of Strategic Change 1. Introduction 2. The Process of Strategic Management - Some Theoretical Perspectives 3. The Research Programme Part II: A Context for examining the Management of Strategic Change 4. The Menswear Retail Market: 1970-1985 5. Foster Brothers: A Case Study of Management and Strategic Change Part III: Making Sense of the Strategic Management Process 6. Strategy and the notion of the "Rational Manager" 7. Strategy and Organizational Culture 8. Processes of Strategy Formulation and Strategic Change: An Interpretative view 9. Wider Implications
TL;DR: In this paper, the role of product quality is examined to determine its applicability as a means of gaining a comparative advantage, and the authors argue that only by allowing for the possibility of feedback bet...
Abstract: The role of product quality is examined to determine its applicability as a means of gaining a comparative advantage. The authors argue that only by (1) allowing for the possibility of feedback bet...
TL;DR: In this article, the authors examined the effects of strategic business units' strategies on the utility of various states of corporate-SBU relations and found that openness and subjectivity in performance assessment were positively associated with effectiveness.
Abstract: In a departure from earlier studies focusing only on the effects of corporate strategies, this study examined the effects of strategic business units' (SBUs') strategies on the utility of various states of corporate-SBU relations. For SBUs trying to build market share or to pursue differentiation as a competitive strategy, openness in corporate-SBU relations and subjectivity in performance assessment were found to be positively associated with effectiveness; for SBUs trying lo maximize short-term earnings or to pursue low cost as a competitive strategy, the corresponding associations were found to be negative. In contrast, corporate-SBU decentralization emerged as positively associated with SBUs' effectiveness irrespective of their strategic contexts; although SBUs' competitive strategies moderated the magnitude of that association, their strategic missions did not.
TL;DR: Globalization and Internationalization in Higher EducationVisual Thinking StrategiesMarketing Techniques for Educational ProgramsCorporate Governance and Strategic Decision MakingHow to Market a University
Abstract: Strategic Marketing Issues in Emerging MarketsManagement and Leadership of Educational MarketingFast forwarding Higher Education Institutions for Global ChallengesDemographics and the Demand for Higher EducationStrategic Marketing for Educational InstitutionsStrategic Marketing of Higher Education in AfricaSocial Media in Higher Education: Case Studies, Reflections and AnalysisGlobalization of Management EducationNew Age Admissions Strategies in Business SchoolsStrategic Marketing in the Global Forest IndustriesStrategic Marketing for Educational InstitutionsHow to Market a UniversityMarketing Strategies for Higher Education Institutions: Technological Considerations and PracticesStrategic Marketing for Educational InstitutionsReliability and Statistics in Transportation and CommunicationIndonesia Privatization Programs and Regulations Handbook Volume 1 Strategic Information and RegulationsSpace MarketingSTRATEGIC MARKETING : MAKING DECISIONS FOR STRATEGIC ADVANTAGE, SECOND EDITIONEBOOK: Marketing Higher EducationThe Ultimate Guide to School Marketing StrategiesStrategic Brand Management in Higher EducationEducational MarketingStrategic Marketing for Nonprofit OrganizationsBecoming A Digital Marketer: Gaining the Hard & Soft Skills for a Tech-Driven Marketing CareerInternational Marketing of Higher EducationAn Examination of Integrated Marketing Communication in U.S. Public Institutions of Higher EducationDemocratizing InnovationEducational ManagementThe Strategic Management of Higher Education InstitutionsThe College Stress TestManaging External Relations in Schools and CollegesChoosing FuturesStrategic Management in Schools and CollegesInstaBrainOpening Up EducationGlobalization and Internationalization in Higher EducationVisual Thinking StrategiesMarketing Techniques for Educational ProgramsCorporate Governance and Strategic Decision MakingHow to Market a University
TL;DR: In this paper, the authors discuss the dysfunctional attributes of organizations experiencing periods of decline, including centralization of decision making, a lack of long-term planning and a pronounced decrease in the adoption of innovations.
Abstract: The article discusses the dysfunctional attributes of organizations experiencing periods of decline. Organizations involved in the study were gauged using a number of dysfunctional attributes in organizations identified by scholars, including the centralization of decision making, a lack of long-term planning and a pronounced decrease in the adoption of innovations. According to the author, the aforementioned attributes are characteristic of both stable and declining organizations. Only organizations experiencing growth in revenues seem to avoid these problems.
TL;DR: In this article, the authors review research on the process of strategic management reported over the last six years in seven leading journals and recommend that future research give simultaneous attention to the content and process of strategy.
TL;DR: In this article, an extension of the Analytic Hierarchy Process (AHP) for priority setting and resource allocation in the industrial R&D environment is explored, and an AHP modeling framework is developed, and is linked to a spreadsheet model to assist in the ranking of a large number of project alternatives.
Abstract: The research and development project selection decision is concerned with the allocation of resources to a set of proposals for scientific and engineering activities. The project selection and resource allocation process can be viewed as a multiple-criteria decision-making problem, within the context of the long-range and strategic planning process of the firm. The purpose of this paper is explore the applicability of an extension of the Analytic Hierarchy Process (AHP) for priority setting and resource allocation in the industrial R&D environment. In this paper, an AHP modeling framework for the R&D project selection decision is developed, and is linked to a spreadsheet model to assist in the ranking of a large number of project alternatives. Next, cost-benefit analysis and integer programming are used to assist in the resource allocation decision. The paper concludes with an evaluation of the suitability of this approach as an expert support system, and directions for future research and testing.
TL;DR: In this article, the authors analyzed how the game is played at the top of big organizations in the private and public sectors. And they found that the more strategic the decision, the more complex the decision making "game" becomes.
Abstract: How are important decisions made? What influences such decisions - their complexity, the ease with which they can be made, or the political dimension? The more strategic the decision, the more complex the decision making "game" becomes. This book analyzes how that game is played at the top of big organizations - in the private and public sectors. Based on ten years of research at Bradford Management Centre, this book features the results and experience of 150 case studies. Its wide coverage takes in subjects as diverse as the differences between decisions about new products and new technology, personnel and reorganization, and which kinds of outside interest, for example, government, trade unions, exert influence.
TL;DR: In this paper, the authors propose that organizational decision makers exist in a market for strategic issues where different internal and external trends and developments compete for decision-makers' attention, and describe how an organization's strategic planning process affects the set of strategic issues that do capture decision makers' attention.
Abstract: This paper proposes that organizational decision-makers exist in a market for strategic issues where different internal and external trends and developments compete for decision-makers' attention. The paper describes how an organization's strategic planning process affects the set of strategic issues that do capture decision-makers' attention. It explains how characteristics of the strategic issue array translate into effective and timely initiation and implementation of strategic change.
TL;DR: In this article, the authors propose an alternative to the classical feedback model of control, which emphasizes uncertainty and complexity as basic elements in strategic management, and conceptualizes strategic control as a feed-forward process compensating for the selectivity of planning.
Abstract: This paper proposes an alternative to the classical feedback model of control. It emphasizes uncertainty and complexity as basic elements in strategic management. Strategic control is conceptualized as a feedforward process compensating for the selectivity of planning. This idea forms the basis of a 3-step model of strategic control. Some implications for practice are discussed.
TL;DR: In this article, the authors compare and contrast six approaches to private-sector strategic planning within the context of a public-service strategic planning process and explore the contingencies or conditions that govern its successful use in the public sector.
Abstract: Strategic planning is important and probably will become a standard part of the repertoire of public planners. Nevertheless, strategic planning approaches developed in the private sector must be applied with care and caution to public purposes. The authors compare and contrast six approaches to private-sector strategic planning within the context of a public-sector strategic planning process. They discuss the public-sector applicability of each of the private-sector approaches and explore the contingencies or conditions that govern its successful use in the public sector.
TL;DR: This paper tested hypotheses concerning the differences in boundary-spanning strategies between freestanding organizations and organizations that are members of a monolithic organizational structure using an institutional framework, and found that the differences between the two groups varied significantly.
Abstract: Using an institutional framework, this study tested hypotheses concerning the differences in boundary-spanning strategies between freestanding organizations and organizations that are members of mu...
TL;DR: The relationship between the future time perspectives of individuals and their preferences for short and long planning horizons are explored and implications of the temporal perspective for research and managerial practice are discussed.
Abstract: This paper examines the role of future orientation of organizational members in the strategic planning enterprise. It explores, conceptually and empirically, the relationship between the future time perspectives of individuals and their preferences for short and long planning horizons. Research with 207 corporate executives confirms the relevance of this individual future orientation. Implications of the temporal perspective for research and managerial practice are discussed.