Showing papers on "Strategic planning published in 1993"
Book•
01 Jan 1993
TL;DR: A Case Study of a Neighborhood Organization Initiation and Structure of the Organization Revitalization Activities and Their Support Relationship to Voluntary Associations and Networks Relationship to City Government Outcomes.
Abstract: Theory The Role of Theory in Doing Case Studies What is the Case Study Method? What is the Role of Theory in Doing Case Studies Exploratory Case Studies Case Selection and Screening: Criteria and Procedures Causal Case Studies I: Factor Theories Causal Case Studies II: Explanatory Theories Descriptive Scase Studies Conclusions Descriptive Case Studies A Case Study of a Neighborhood Organization Initiation and Structure of the Organization Revitalization Activities and Their Support Relationship to Voluntary Associations and Networks Relationship to City Government Outcomes List of Respondents and Annotated Bibliography Computer Implementation in a Local School System The Computer System in Operation Organizational Issues Explanatory Case Studies A Nutshell Example: The Effect of a Federal Award on a University Computer Science Department Essential Ingredients of Explanatory Case Studies: Three Drug Prevention Examples Simplified Case Example No. 1: "Town Meetings Galvanize Action Against Drug Dealing" Simplified Case Example No. 2: "Interagency Collaboration to Reduce BWI Incidents" Simplified Case Example No. 3: "Designated Driver Program, Delivered Through Vendors" "Transforming" a Business Firm Through Strategic Planning Company Profile and Conditions Leading to Change Strategic Plan Transforms the Business Chronology Sheriff's Combined Auto Theft Task Force The Practice and Its Funding Implementation of the Practice Outcomes to Date Chronology Cross-Case Analyses Technical Assistance for HIV/AIDS Community Planning Defining a Framework for Assessing the Effectiveness of Technical Assistance (TA) Documented Outcomes, Varieties of TA Studied and Possible Rival Explanations for the Outcomes Findings on Individual Hypotheses Regarding Reasons for Successful TA Delivery Proposal Processing by Public and Private Universities Introduction to the Study The Time Needed to Process and Submit Proposals Costs of Preparing Proposals Case Studies of Transformed Firms Why Study Transformed Firms? What is a Transformed Firm? What Kind of Transformation Did the Firms Experience? Did the Transformations Share Common Conditions Summary: General Lessons About Transformed Firms About the author
7,160 citations
TL;DR: A model for conceptualizing and directing the emerging area of strategic management of information technology is developed in terms of four fundamental domains of strategic choice: business strategy, information technology strategy, organlzational infrastructure and processes, and information technology Infrastuvture and processes--each with its own underlying dimenslons.
Abstract: It is cleaaar that eventhough information technology (I/T) has evolved form its traditional orientation of administrative support toward a more strategic role within an organization, there is still a glaring lack of fundamental frameworks within which to understand the potential of I/T for tomorrow's organizations. In this paper, we develop a model for conceptualizing and directing the emerging area of strategic management of information technology. This model, termed the Strategic Allgnment Model, is defined in terms of four fundamental domains of strategic choice: business strategy, information technology strategy, organlzational infrastructure and processes, and information technology Infrastuvture and processes--each with its own underlying dimenslons. We illustrate the power of this model in terms of two fundamental characteristics fo strategic management: strategic fit (the interrelationships between external and internal components) and functional Integration (integration between business and functional domains). More specifically, we derive foru perspectives for gulding management practice in this Important area.
3,343 citations
TL;DR: In this article, the authors describe a trip around the world, where both local management practices and theories are explained from the different contexts and histories of the places visited: Germany, Japan, France, Holland, the countries of the overseas Chinese, South-East Asia, Africa, Russia, and finally mainland China.
Abstract: Executive Overview Management as the word is presently used is an American invention. In other parts of the world not only the practices but the entire concept of management may differ, and the theories needed to understand it, may deviate considerably from what is considered normal and desirable in the USA. The reader is invited on a trip around the world, and both local management practices and theories are explained from the different contexts and histories of the places visited: Germany, Japan, France, Holland, the countries of the overseas Chinese, South-East Asia, Africa, Russia, and finally mainland China. A model in which worldwide differences in national cultures are categorized according to five independent dimensions helps in explaining the differences in management found; although the situation in each country or region has unique characteristics that no model can account for. One practical application of the model is in demonstrating the relative position of the U.S. versus other parts of the...
2,588 citations
TL;DR: In this paper, an option-theoretic perspective for organizational strategic management is developed, based on the basic intuition that people seek to keep options open in situations that involve an unforeseeable future, and supported by theory in financial economics.
Abstract: This article develops an option-theoretic perspective for organizational strategic management. Grounded in the basic intuition that people seek to “keep options open” in situations that involve an unforeseeable future, and supported by theory in financial economics, this view is a recent development in strategy. The theory integrates resource allocation, sense making, organizational learning, and strategic positioning in a unified framework, and it provides a new explanation for some counterintuitive empirical findings.
1,001 citations
TL;DR: In this article, some organizing principles and hypotheses are offered concerning the ways in which social movements interact with the news media and the outcomes for both parties, and they argue for the importance of organization, professionalism, and strategic planning and for the benefits of a division of labor among movement actors.
Abstract: In this article, some organizing principles and hypotheses are offered concerning the ways in which social movements interact with the news media and the outcomes for both parties. The structural part of the analysis focuses attention on the power and dependency aspects of the relationship and the consequences of the asymmetries. The cultural part focuses attention on the more subtle contest over meaning. Hypotheses on how social movement characteristics affect media coverage focus on movement standing, preferred framing, and sympathy. The authors argue for the importance of organization, professionalism, and strategic planning and for the benefits of a division of labor among movement actors. Hypotheses on how media characteristics affect movement outcomes focus on leadership, action strategy, and framing strategy. The authors argue for audience size, emphasis on the visual, and emphasis on entertainment values as influencing movements.
915 citations
TL;DR: This research shows that industry participants share perceptions about strategic commonalities among firms, and that participants cluster competitors in subtle ways not reflected in extant academic research on strategic groups.
Abstract: The strategic group concept provides an attractive middle ground between firm and industry for both theory development and empirical analysis. To date, this concept has been defined by researchers in terms of secondary accounting and financial data, and a number of critics have questioned the validity of this work. Our research shows that industry participants share perceptions about strategic commonalities among firms, and that participants cluster competitors in subtle ways not reflected in extant academic research on strategic groups. Decision makers' perceptions and cognitions are phenomena that can be expected to influence industry evolution. They are of research interest as an additional source of data on firm commonalities which helps address concerns about previous strategic group research.
885 citations
TL;DR: This paper examines the multiple scenario approach as an important corporate innovation in strategic planning using a participant/observer perspective and examines such organizational aspects as the need for diversity of views and the importance of simplicity and manageability.
Abstract: This paper examines the multiple scenario approach as an important corporate innovation in strategic planning. Using a participant/observer perspective, I examine how scenario planning tries to meet certain methodological, organizational and psychological challenges facing today's senior managers. Three prime characteristics are identified as setting the scenario approach apart from more traditional planning tools: (1) the script or narrative approach, (2) uncertainty across rather than within models, and (3) the decomposition of a complex future into discrete states. After exploring the intellectual roots of scenario planning, I examine such organizational aspects as the need for diversity of views and the importance of simplicity and manageability. Both benefits and obstacles to using scenarios in organizations are identified. Cognitive biases are examined as well, especially the well-known biases of overconfidence and the conjunction fallacy. Two experiments test the impact of scenarios on people's subjective confidence ranges. Another two experiments test the internal coherence of subjects' beliefs. The psychological benefit of scenario planning appears to tie in the exploitation of one set of biases (e.g., conjunction fallacies) to counteract another (such as overconfidence).
825 citations
TL;DR: In this article, the authors examined the concept of archetype, implicit in a number of contemporary approaches to the study of organizational design and change, and found that despite an emerging interest in archetypes, the concept has r...
Abstract: We examined the concept of archetype, implicit in a number of contemporary approaches to the study of organizational design and change. Despite an emerging interest in archetypes, the concept has r...
820 citations
TL;DR: This study examines SISP experience in 27 companies and, unusually, relies on interviews not only with IS managers but also with general managers and line managers, showing that the Organizational Approach appears to be most effective.
Abstract: Strategic information systems planning (SISP) remains a top concern of many organizations. Accordingly, researchers have investigated SISP practice and proposed both formal methods and principles of good practice. SISP cannot be understood by considering formal methods alone. The processes of planning and the implementation of plans are equally important. However, there have been very few field investigations of these phenomena. This study examines SISP experience in 27 companies and, unusually, relies on interviews not only with IS managers but also with general managers and line managers. By adopting this broader perspective, the investigation reveals companies were using five different SISP approaches: Business-Led, Method-Driven, Administrative, Technological, and Organizational. Each approach has different characteristics and, therefore, a different likelihood of success. The results show that the Organizational Approach appears to be most effective. The taxonomy of the five approaches potentially provides a diagnostic tool for analyzing and evaluating an organization's experience with SISP.
697 citations
TL;DR: Two major approaches to examining the relationship between organizational configurations and performance are found in the strategic management literature as mentioned in this paper, rooted in the concept of strategies and their relationship to organizational performance.
Abstract: Two major approaches to examining the relationship between organizational configurations and performance are found in the strategic management literature. The first, rooted in the concept of strate...
608 citations
TL;DR: This paper examined the effects of formal strategic planning on small firm financial performance for more than twenty years, and drew differing conclusions about the effect of formal planning on the performance of small firms.
Abstract: Researchers have been examining the effects of formal strategic planning on small firm financial performance for more than twenty years. Reviewers of prior studies have drawn differing conclusions ...
TL;DR: In this paper, a study concerned strategy implementation in multinational organizations and concluded that subsidiary top managers' perception that their head offices exercised procedural justice positively was not supported by the evidence.
Abstract: This study concerned strategy implementation in multinational organizations. In previous research, subsidiary top managers' perception that their head offices exercised procedural justice positivel...
Book•
01 Aug 1993
TL;DR: Shank and Govindarajan as discussed by the authors demonstrate how strategic cost management -an analytical framework which relates meaningful accounting information to a firm's business strategy - is changing accounting practices in leading companies.
Abstract: In this book, Shank and Govindarajan demonstrate how strategic cost management - an analytical framework which relates meaningful accounting information to a firm's business strategy - is changing accounting practices in leading companies. Using case studies, including Ciba-Geigy, Ford, Motorola and Texas Instruments, they show how the tools of strategic cost management - value chain analysis, strategic positioning analysis and cost driver analysis - provide a sustainable competitive advantage over companies whose cost systems are in disarray.
Book•
01 Dec 1993
TL;DR: In this article, competition and cooperation are used as a new way to compete and understand the playing field of the business system, and three ways to organize a business system: the old system: organization through vertical integration The fashionable mistake: oversubcontracting The emerging solution: the strategic network.
Abstract: Preface Competition and cooperation - A new way to compete Understanding the playing field: the business system The three ways to organize a business system - The old system: organization through vertical integration The fashionable mistake: oversubcontracting The emerging solution: the strategic network How to set up and manage a strategic network - The essence of a strategic network International considerations General conclusions Bibliography Index
TL;DR: This article examined the relationship between various characteristics of organizations, including resource inputs, context, rules and regulations, goals, climate, and informal systems, and the effect of these characteristics on their performance.
Abstract: This study examined the relationship between various characteristics of organizations—including resource inputs, context, rules and regulations, goals, climate, and informal systems—and the effecti...
TL;DR: In this article, a study of 57 strategic decisions in 24 companies, using a multiple-informant, structured interview protocol, showed that environmental competitive threat, perceived external control of the organization, and the uncertainty of the strategic issues being addressed are related to procedural rationality.
Abstract: Despite the central place of rationality in the organization theory, strategic management, and decision-making literatures, we know relatively little about why some strategic decision-making procedures are more rational than others. This question was addressed in a study of 57 strategic decisions in 24 companies, using a multiple-informant, structured interview protocol. Results indicate that environmental competitive threat, perceived external control of the organization, and the uncertainty of the strategic issues being addressed are related to procedural rationality. Surprisingly, some of these relationships were in the opposite direction from our predictions. These results are interpreted within a framework that emphasizes the link between procedural rationality and managerial discretion.
01 Aug 1993
TL;DR: In this article, the authors show that competitive advantage grows from firm-specific knowledge, and that theories relating strategy to knowledge require a typology, much as Polanyi distinguished tacit from objective knowledge.
Abstract: Competitive advantage grows from firm-specific knowledge. So theories relating strategy to knowledge require a typology, much as Polanyi distinguished tacit from objective knowledge. Ethnographic r...
TL;DR: The firm-wide strategy-formation processes of the banks, rather than their information systems (I/S) methodology, was central to the alignment of business and information strategies.
Abstract: An empirical study that explored business and information strategy alignment in the information-intensive and competitive Australian banking industry is featured in this paper. The aim of the study was to identify organizational practices that contribute to and enhance such alignment. Multiple sources of information were used to collect data about business and information strategies from the major firms dominating Australian banking. Sources included written and interview-based information, strategic planning documentation, and annual reports. Evidence was sought for the alignment of business and information strategies through the use of information and information technology that provided a comparative advantage to an organization over its competitors. The firm-wide strategy-formation processes of the banks, rather than their information systems (I/S) methodology, was central to the alignment of business and information strategies. The interdependence of firm-wide processes and I/S factors are emphasized in a strategic alignment model that summarizes the findings of the study. The paper concludes with a discussion of the management implications and requirements for action in both firm-wide strategy and I/S areas. The results of this study in the banking industry are pertinent to other industries where information technology and systems are playing an increasingly strategic role.
Book•
01 Nov 1993
TL;DR: The "Planning School" in Context as discussed by the authors has been used as a metaphor for the "planning school" in the context of the strategic planning process and its application in the real world.
Abstract: Acknowlegdements xv A Note to the Reader xvii Introduction: The "Planning School" in Context 1 1.Planning and Strategy 5 2.Models of the Strategic Planning Process 35 3. Evidence on Planning 91 4. Some Real Pitfalls of Planning 159 5.Fundamental Fallacies of Strategic Planning 221 6. Planning, Plan, Planners 323 References 417 Index 445 About the Author 459
Book•
26 Mar 1993
TL;DR: In this article, the authors link strategic planning with benchmarking, and apply benchmarking results for maximum utility in a process benchmarking application, and develop a generic benchmarking study.
Abstract: Linking Strategic Planning with Benchmarking Understanding the Essentials of Process Benchmarking Applying Benchmarking Results for Maximum Utility Doing an Internal Benchmarking Study Conducting a Competitive Benchmarking Study Performing a Functional Benchmarking Study Developing a Generic Benchmarking Study Expanding Benchmarking for Broader Applications Creating a Benchmarking Capability Chapter Notes Appendices Index.
TL;DR: Analytical and administrative approaches for conceptualizing and managing the emerging nexus between strategic management and information technology, defined in terms of four basic domains of strategic choice, are discussed.
TL;DR: In this article, a new approach is proposed based on the concept of strategic manufacturing initiatives (SMIs), which are major manufacturing efforts that seek improvement over a specified time period; they include both quantitative goals and specific milestones.
Abstract: This article reviews the existing literature on manufacturing strategy, explores its strengths and weaknesses, and proposes a new, more dynamic, planning framework. The new approach is based on the concept of strategic manufacturing initiatives (SMIs). SMIs are major manufacturing efforts that seek improvement over a specified time period; they include both quantitative goals and specific milestones. The article describes a planning process that managers can use to develop an effective mix of SMIs for their organizations. It begins with the overall business strategy and progresses through four stages of distillation or filtering. The article concludes with recommendations on how best to link SMIs with long-term planning.
TL;DR: The analysis presented here reevaluates how scenario development is converging with contemporary forecasting practice and offers some practical guidelines and a more integrative perspective on using scenarios to support strategic planning.
TL;DR: A business firm's ‘niche’ or comparative advantage typically has a half-life of years rather than decades; strategic planning must assure a stream of new ideas that allow the firm to find new sources of comparative advantage.
Abstract: A business firm's ‘niche’ or comparative advantage typically has a half-life of years rather than decades. Strategic planning must assure a stream of new ideas that allow the firm to find new sources of comparative advantage. Strategic planning must focus attention on the initial stages of the decision-making processes—opportunities and occasions for choice, and the design of new action strategies for products, marketing, and financing. Product identification and alternative generation are crucial components of strategy. Strategic thinking must permeate the entire organization. Effective identification of employees with the organization's strategy requires their exposure to the basic postulates that underlie strategic plans.
TL;DR: In this article, the authors examined the similarity between product and service innovation processes and concluded that significant differences exist, with the service arena demonstrating more of a lack of new service strategic planning, reliance on competitive imitation for new concepts, and less presence of innovation champion.
Abstract: There is some acceptance of the idea that services and products are so intertwined that the process for development is the same, but there has been no rigorous empirical evidence to support that contention. Uses data collected in in‐depth interviews with 80 senior level managers in 16 different firms, 25 group discussion sessions with 388 executives in 241 additional firms, and from a mail survey of 217 senior managers in firms from 11 differing service categories. In all three phases, elements of the service innovation process were examined. Examines the general similarity to new product development and concentrates on the major factors differentiating successful from unsuccessful service innovation. Concludes that there is some similarity between product and service innovation processes, but that significant differences exist, with the service arena demonstrating more of a lack of new service strategic planning, reliance on competitive imitation for new concepts, and less presence of innovation champion...
Book•
01 Aug 1993
TL;DR: Baye's Managerial Economics and Business Strategy as mentioned in this paper remains the best-selling managerial economics textbook in which it continues to provide students with the tools from intermediate microeconomics, game theory, and industrial organization to make sound managerial decisions.
Abstract: "Baye's Managerial Economics and Business Strategy" remains the best-selling managerial economics textbook in which it continues to provide students with the tools from intermediate microeconomics, game theory, and industrial organization to make sound managerial decisions. Baye is known for its real-world examples, frontier research, inclusion of modern topics not found in other managerial books, as well as balanced coverage of traditional and modern microeconomic tools. The seventh edition retains all of the key signature features of previous editions and incorporates new features to enhance students' learning experiences and make it easier to teach from the book. These include updated headlines, new and updated inside business applications, and new end-of-chapter material.
TL;DR: In this paper, conditions in organizations put decision-makers on automatic in their diagnosis of strategic issues, with direct implications for the process and content of strategic action, and their implications for theory and practice are established.
Abstract: Models of strategic decision-making and environmental scanning typically assume that decision-makers diagnose issues actively, using conscious and intentional effort to identify and to interpret potentially significant events, developments and trends. This article establishes that conditions in organizations put decision-makers ‘on automatic’in their diagnosis of strategic issues, with direct implications for the process and content of strategic action. Implications for theory and practice are established.
TL;DR: A framework of strategic control is presented that guides the planning and execution of investments in information technology for business transformation, seeking increased understanding and influence.
Abstract: The strategic role of information systems in "extending" the enterprise is examined. A number of issues emergea s essential considerations in the strategic alignment of the investment in information technology and business strategy. Information technologies transform organizational boundaries, interorganizational relations, and marketplace competitive and cooperative practice. The paper presents a framework of strategic control that guides the planning and execution of these investments in information technology for business transformation, seeking increased understanding and influence. Emerging information technologies change the limits of what is possible in the leverage of strategic control through transformation of boundaries, relations, and markets.