Showing papers on "Strategic planning published in 1991"

Strategic responses to institutional processes

Abstract: This article applies the convergent insights of institutional and resource dependence perspectives to the prediction of strategic responses to institutional processes. The article offers a typology of strategic responses that vary in active organizational resistance from passive conformity to proactive manipulation. Ten institutional factors are hypothesized to predict the occurrence of the alternative proposed strategies and the degree of organizational conformity or resistance to institutional pressures.

Firm Resources and Sustained Competitive Advantage

Abstract: Explores the link between a firm's resources and its sustained competitive advantage. For purposes of this analysis, a firm is considered to have a sustained competitive advantage when it is implementing a value creating strategy that no competitor is implementing and when these competitors are unable to duplicate the benefits of this strategy. Strategic resources are assumed to be both heterogeneous and immobile. Value, rareness, imitability, and substitutability are considered in evaluating how useful these firms' resources are for generating sustained competitive advantage. Using the framework developed, three different applications are considered: strategic planning, information processing, and positive reputations. This framework for evaluating sustained competitive advantage can also be used to examine the relationship between strategic management and other disciplines including social welfare, organization theory and behavior, and firm endowments. This analysis leads to the conclusion that firms cannot expect to purchase sustained competitive advantage on the open market, but rather, these firms need to look to resources that are rare, imperfectly imitable, and non-substitutable resources already controlled by the firms. (SRD)

Keeping An Eye on the Mirror: Image and Identity In Organizational Adaptation

Abstract: This article addresses how individuals make sense of their organization's response to a nontraditional and emotional strategic issue. The reported research also concerned microprocesses involved in...

Toward a Comprehensive Model of International Adjustment: An Integration of Multiple Theoretical Perspectives

Abstract: Primarily because of the significant rate and costs of failed international assignments, the attention paid by scholars to the topic of international adjustment has increased recently. Unfortunately, most of the work has been without substantial theoretical grounding. In an effort to move toward a theoretical framework for guiding future research, this article integrates theoretical and empirical work of both the international and the domestic adjustment literatures. This integration provides a more comprehensive framework than might be obtained from either of the literatures alone.

Testing a causal model of corporate risk taking and performance.

Abstract: The determinants of organizational risk taking and its impact on economic performance are critical issues in strategic management. Using a model that included risk, performance, performance expecta...

Strategic Management: Formulation, Implementation, and Control

Abstract: Part One Overview of Strategic Management Chapter 1 Strategic Management Part Two Strategy Formulation Chapter 2 Company Mission Chapter 3 Corporate Social Responsibility and Ethics Chapter 4 The External Environment Chapter 5 The Global Environment Chapter 6 Internal Analysis Chapter 7 Long-Term Objectives and Strategies Chapter 8 Business Strategy Chapter 9 Multibusiness Strategy Part Three Strategy Implementation, Control, and Innovation Chapter 10 Implementation Chapter 11 Organizational Structure Chapter 12 Leadership and Culture Chapter 13 Strategic Control Chapter 14 Innovation, and Entrepreneurship

Strategic decision models: Integrating different perspectives

Abstract: Different perspectives of strategic decision-making and outcomes have been advanced in the literature. Among those are the rational normative, external control, and strategic choice models. The current research examined hypothesized effects of factors associated with these three perspectives on strategic acquisition decisions. Strong support was found for the rational/analytical normative choice perspective with objective criteria explaining the greatest amount of total explained variance in evaluation of target firms. However, industry and executive characteristics also produced main effects on target firm evaluations. Furthermore, the strategic decision models were found to vary by industry and executive characteristics of age, educational degree type, amount and type of work experience, and level (CEO and below). The results suggest that strategic decision models are quite complex with significant implications for future research and for strategic decision-making.

The Strategy Process: Concepts, Contexts, Cases

Abstract: Acknowledgements. Introduction. I. STRATEGY. 1. The Strategy Concept. Strategies for Change. Five P's for Strategy. 2. The Strategist. The Manager's Job. Good Managers Don't Make Policy Decisions. Strategic Intent. 3. Formulating Strategy. The Concept of Corporate Strategy. Evaluating Business Strategy. Core Competencies and Strategic Outsourcing. 4. Strategy Analysis. How Competitive Forces Shape Strategy. Generic Business Strategies. 5. Strategy Formation. Logical Incrementalism: Managing Strategy Formation. Crafting Strategy. The Honda Effect. I. CASES. Edward Marshall Boehm Inc. Genentech, Inc. MacArthur in the Philippines. New Steel Corp. Intel Corporation. Apple Computer, Inc.(A) Apple Computer 1992. Microsoft Corporation (A). E&J Gallo Winery. The IBM 360 Decision: From Triumph to a New Industry. The Transformation of AT&T. Nintendo Co., Ltd. Magnetic Levitation Train. Ford: Team Taurus. Argyle Diamonds. II. ORGANIZATION. 6. Dealing with Structure and Systems. Strategy and Organization Planning. The Structuring of Organizations. New Forms of Organizing. Collaborating to Compete. 7. Dealing with Culture and Power. Ideology and the Missionary Organization. Buidling Structure in Manager's Minds. Politics and the Political Organization. Competitive Maneuvering. Who Should Control the Corporation? 8. Manageerial Styles. Artists, Craftsmen, and Technocrats. The Leader's New Work: Building Learning Organizations. Middle Managers to "Do Things Right." II. CASES The New York Times Company. Matsushita Electric Industrial Company. The Hewlett Packard Company. TCG/Thermo Electron. Microsoft Corporation (B). NovaCare, Inc. Orbital Engine Company. Anderson Consulting (Europe): Entering the Business of Business Integration. Polaroid Corporation. Exxon Corporation 1994. Sony Corporation: Innovation System. III. CONTEXTS. 9. The Entrepreneurial Context. The Entrepreneurial Organization. Competitive Strategy in Emerging Issues. How Entrepreneurs Craft Strategies That Work. 10. The Mature Context. The Machine Organization. Cost Dynamics: Scale and Experience Effects. 11. The Professional Context. The Professional Organization. Balancing the Professional Service Firm. 12. The Innovation Context. The Innovative Organization. Managing Innovation: Controlled Chaos. 13. The Diversified Context. The Diversified Organization. Generic Corporate Strategies. Managing Large Groups in the East and the West. From Competitive Advantage to Corporate Strategy. 14. The International Context. Global Strategy...In a World of Nations? Managing Across Borders: New Organizational Responses. 15. Managing Change. Beyond Configuration. Convergence and Upheaval. The Crescendo Model of Rejuvenation. III. CASES. Sony Entertainment. Vanguard Group, Inc.(A) The Battle for Paramount Communications, Inc. Honda Motor Company 1994. The Pillsbury Company. Cadbury Schweppes, P.L.C. SAS and the European Airline Industry. Peet, Russ, Anderson & Detroit. Nintendo of America. Mountbatten and India. Case Notes. Bibliography for Readings. Subject Index. Name Index.

Effects of Board and Ownership Structure on Corporate R&D Strategy

Abstract: This study examined the extent to which the percentage of outside directors on a corporation’s board of directors, the concentration of equity ownership, and the roles of individual and institution...

Sustaining IT advantage: the role of structural differences

Abstract: Information systems are strategic business tools, frequently essential to a firm and central to its competitive strategy. Their importance is now acknowledged. But information technology-equipment and services-is available to all firms, and most applications can be duplicated. The copying firm often enjoys the advantages of newer and better technology, learns from the experience of the innovator, and thus can offer comparable services at lower costs. When can an information technology-based strategy confer sustainable competitive advantage? The answer may lie with the role of strategic resources in explaining the allocation of economic benefits from an IT innovation. Specifically, information technology can lead to sustainable competitive advantage when it is used to leverage differences in strategic resources. This may be true even in cases where duplication is relatively easy and there are few dynamic effects, like first-mover advantages, to protect the innovation. An important characteristic of IT is its ability to manage interactions among economic activities; the economic theory can be used to establish a link between this characteristic of IT and shifts in resource values. This allows us to identify and examine some opportunities for deploying IT to leverage structural resource differences among firms, including differences in vertical integration and diversification as well as differences in the quality and organization of key resources.

Information systems management issues for the 1990s

Abstract: This three-round delphis urvey of senior IS executives is the third ain a series designed to determine the most critical issues in IS management. Analysis focuses on respondents' assessments of specific issues as well as emerging trends. Key findings include: (1) continued concern for traditional issues such as strategic planning and organizational alignment; (2) only six of the top issues from 1986 remained in the top 10; (3) one new issue, technology infrastructure, made the top 10: (4) three issues from previous studies rejoined the top 10-IS human resources, software development, and telecommunication systems; and (5) data-related issues now occupy the top two slots. This research reveals two important trends as the field enters the 1990s. First is the rising importance of technology infrastructure issues. Technology infrastructure issues now occupy three of the top 10 slots including the highest position. Second, it appears that internal effectiveness issues have made a strong comeback after being virtually ignored in 1986. IS human resources, software development, and the applications portfolio-issues that make up the core of the IS function-all increased in importance.

Global strategic linkages and industry structure

Abstract: A theoretical framework is proposed to understand the structure of networks of strategic linkages in global industries. It is argued that global industry structure should be understood in terms of firm membership in ‘strategic groups’ and ‘strategic blocks’. Strategic groups are based on similarities in the strategic capabilities of firms. Strategic blocks, on the other hand, are based on similarities in their strategic linkages. Two types of strategic blocks are proposed: complementary blocks composed of firms from different strategic groups, and pooling blocks composed of firms from the same strategic group. It is further proposed that in equilibrium, each strategic block will have access to a similar set of strategic capabilities. Empirical support for these arguments is drawn from the global automobile industry during the period 1980-90. The implications of strategic blocks for intra-industry performance differences are discussed in the concluding section of this paper.

Collaborative Alliances: Moving from Practice to Theory:

Abstract: The Journal of Applied Behavioral Science presents two special issues on collaborative alliances that examine the contributions and limits of existing theories for explaining collaboration, and tha...

The Strategy Concept and Process: A Pragmatic Approach

Abstract: I. STRATEGY AND PROCESS. 1. The Concept of Strategy and the Strategy Formation Process. 2. A Formal Strategic Planning Process. II. BUSINESS STRATEGY. 3. Business Strategy: The Core Concepts. 4. The Mission of the Business. 5. Environmental Scan at the Business Level. 6. Internal Scrutiny at the Business Level. 7. The Formulation of the Business Strategy. 8. Strategic and Economic Evaluation of the Merits of a Strategy. III. CORPORATE STRATEGY. 9. Corporate Strategy: The Core Concepts. 10. Environmental Scan at the Corporate Level. 11. The Mission of the Firm. 12. Business Segmentation. 13. Horizontal Strategy. 14. Vertical Integration. 15. Corporate Philosophy. 16. Strategic Posture of the Firm. 17. Resource Allocation and Portfolio Management. IV. FUNCTIONAL STRATEGY. 18. Functional Strategy: The Core Concepts. 19. Human Resource Strategy. 20. Technology Strategy. 21. Manufacturing Strategy. Glossary. References. Index.

Effects Of Acquisitions on R&D Inputs and Outputs

Abstract: Making acquisitions, although a popular strategy, may not always lead to positive firm performance. Researchers have offered several explanations for this relationship. One is that acquisitions lea...

Blind spots in industry and competitor analysis: implications of interfirm (mis)perceptions for strategic decisions

Abstract: This article bridges the literatures on competitor analysis and strategic decision making by (1) introducing the notion of competitive decision making into the strategic decision-making literature and (2) embedding this notion into a framework of industry and competitor analysis. The article shows that decision makers typically have specific “blind spots” when they consider the contingent decisions of competitors. The article identifies these blind spots and discusses how they may explain persistent, commonly observed phenomena such as industry overcapacity, new business entry failures, and acquisition premiums.

Strategic information systems: myths, reality and guidelines for successful implementation

Abstract: There have been a number of claims made in recent years with respect to the utilisation of information technology as a source of competitive advantage and as a means of enabling and directing strategic moves. This paper presents evidence to suggest that, so far, identification and successful implementation of strategic information systems has arisen as often as not from happy circumstance rather than as a result of a process of strategy formulation. Because of this, many companies run the risk of missing out on an opportunity to compete on an equal footing with their international rivals in increasingly competitive and global markets. In addition, the paper warns that the process of identifying and implementing strategically significant information systems is a complex task, the result of which represents considerable risk to companies should there be inadequate preparedness on their part. In view of this, it presents guidelines which may help in improving management understanding of the process; deciding on an appropriate information systems strategy for a particular company/context, and successfully implementing strategic information systems. A contingent, socio-technical approach to strategic information systems planning is proposed.

Strategic planning for information systems

Abstract: Want to get experience? Want to get any ideas to create new things in your life? Read strategic planning for information systems now! By reading this book as soon as possible, you can renew the situation to get the inspirations. Yeah, this way will lead you to always think more and more. In this case, this book will be always right for you. When you can observe more about the book, you will know why you need this.

Organizational Life Cycles and Strategic International Human Resource Management in Multinational Companies: Implications for Congruence Theory

Abstract: This article seeks to extend our understanding of congruence of “fit” theory in strategic human resource management (HRM) as a result of developing an organizational life cycle (OLC) model of international HRM (IHRM) for multinational companies (MNCs). International and longitudinal dimensions provide several contributions to congruence theory as it relates to IHRM. First, two additional IHRM-context fits should be considered in strategic human resources. Second, the need for flexibility in strategic IHRM is explored in greater detail. Next, the concepts of fit and flexibility are explored in complement by examining their relationship over the entire OLC. A series of propositions is formulated concerning the relationship of fit and flexibility to organizational effectiveness in MNCs. Finally, new research directions are suggested relating fit to flexibility over the OLC for different organizational and environmental contexts.

New Strategic Tools for Supply Chain Management

Abstract: Intense global competition has created a highly demanding customer. To serve his needs for highvariety, low cost, sound quality and easy availability, organisations are looking beyond their own boundaries to the management of their supply chains. In this they have been inspired by the typical Far Eastern, and the very best Western, practice. But supply chain management is still a hope not a reality for many companies. On the one hand there is an array of “panaceas” on offer for our “sick” businesses; new technology, computer integrated manufacturing, the Just-in-Time approach, total quality management, and more besides. On the other hand supply chain management has few specific tools of its own. To the manager busy holding on to his market share it is difficult to see where to start the process of making his operation more competitive. A three-stage approach to help companies see just which actions are likely to get the supply chain into better competitive shape is proposed. Also introduced are two simple graphical tools to help management develop a strategy for enhanced supply chain effectiveness: the pipeline map and the supplier relationship grid.

Inspiring others: the language of leadership

Abstract: Executive Overview While we have learned a great deal about the necessity of strategic vision and effective leadership, we have overlooked the critical link between vision and the leader's ability to powerfully communicate its essence. In the future, leaders will not only have to be effective strategists, but rhetoricians who can energize through the words they choose. The era of managing by dictate is ending and is being replaced by an era of managing by inspiration. Foremost among the new leadership skills demanded of this era will be the ability to craft and articulate a message that is highly motivational. Unfortunately, it seems that few business leaders and managers today possess such skills. To make matters worse, our business culture and educational system may even discourage these skills. Conger examines why these skills are so critical and what the new language skills of leadership will be. He looks at how leaders through their choice of words, values, and beliefs can craft commitment and confid...

Turbulence at the top: a new perspective on governance structure changes and strategic change.

Abstract: Organizational theorists have traditionally focused attention on the relationship between chief executive officer (CEO) succession and strategic change. This study extends that perspective and explores the effects of changes in an organization's management, ownership, and board of directors on the process of strategic change. The results of this research suggest that changes in ownership and board have significant independent and interactive effects on strategic change.

Strategic planning and financial performance: a meta‐analytic review*

Abstract: After two decades of research, the effect of strategic planning on a firm's performance is still unclear. While some studies have found significant benefits from planning, others have found no relationship, or even small negative effects. Interpretation of these findings is confounded by the fact that many of these studies base their findings on a small number of firms. This article uses meta-analysis to aggregate the results of 29 samples on a total of 2496 organizations. Cumulation of previous studies found modest correlations between planning and nine performance measures. Extensive measurement problems suggest that these findings underestimate the true relationship between planning and performance.

When and how to use scenario planning: A heuristic approach with illustration

Abstract: This paper offers a step-by-step analysis of a heuristic approach to scenario planning, taking a managerial perspective. The scenario method is contrasted in general with more traditional planning techniques, which tend to perform less well when faced with high uncertainty and complexity. An actual case involving a manufacturing company is used to illustrate the main steps of the proposed heuristic. Its essence is to identify relevant trends and uncertainties, and blend them into scenarios that are internally consistent. In addition, the scenarios should bound the range of plausible uncertainties and challenge managerial thinking. Links to decision making are examined next, including administrative policies as well as integrative techniques. At the strategic level, a key-success-factor matrix is proposed for integrating scenarios, competitor analysis and strategic vision. At the operational level, Monte Carlo simulation is suggested and illustrated as one useful technique for combining scenario thinking with formal project evaluation (after appropriate translations). The paper concludes with a general discussion of scenario planning, to place it in a broader perspective.

Formulation, Implementation, and Control of Competitive Strategy

Abstract: Contemporary research in strategic management, with an emphasis on conceptual tools and skills created by scholars and practitioners in the field are evident throughout this 12-chapter text-only book. "Formulation, Implementation, and Control of Competitive Strategy" is the softcover, text-only version of Pearce and Robinson's "Strategic Management". Pearce and Robinson present a pedagogical model for instructors who desire quantitative analysis. The financial data available here should appeal to instructors and the strong coverage of "Business Week" material provides a currency to the text.

The functions of the HQ unit in the multibusiness firm

Abstract: The basic functions of the corporate headquarters (HQ) multibusiness firms are both entrepreneurial (value-creation) and administrative (loss prevention). The development and implementation of these HQ functions reflect the industries in which the firms operate. Historically, the ability of the headquarters to carry out these functions has determined both the successful paths to growth for a multibusiness enterprise and the limits to that growth.

Layoff Announcements and Stockholder Wealth

Abstract: Researchers have largely ignored the strategic implications of layoffs. With the passage of the Worker Adjustment and Retraining Notification Act, many managers are anguishing about the consequence...

International Management: Culture, Strategy, and Behavior

Abstract: Part 1 Environmental foundation: worldwide developments the non economic environment global competitiveness ethics and social responsibility. Part 2 The role of culture: the meanings and dimensions of culture managing across cultures organizational cultures and diversity intercultural communications. Part 3 International strategic management: strategic planning managing political risk and negotiations organizing international operations decision making and controlling. Part 4 Organizational behaviour and human resources management: motivation across cultures leadership across cultures human resource selection and repatriation human resource development across cultures labour relations and industrial democracy.