Showing papers on "Strategic planning published in 1995"

Managing Legitimacy: Strategic and Institutional Approaches

Abstract: This article synthesizes the large but diverse literature on organizational legitimacy, highlighting similarities and disparities among the leading strategic and institutional approaches. The analysis identifies three primary forms of legitimacy: pragmatic, based on audience self-interest; moral, based on normative approval: and cognitive, based on comprehensibility and taken-for-grantedness. The article then examines strategies for gaining, maintaining, and repairing legitimacy of each type, suggesting both the promises and the pitfalls of such instrumental manipulations.

Looking inside for competitive advantage

Abstract: Executive Overview Strategic managers and researchers have long been interested in understanding sources of competitive advantage for firms. Traditionally, this effort has focused on the relationship between a firm's environmental opportunities and threats on the one hand, and its internal strengths and weaknesses on the other. Summarized in what has come to be known as SWOT (Strengths, Weaknesses, Opportunities, and Threats) analysis, this traditional logic suggests that firms that use their internal strengths in exploiting environmental opportunities and neutralizing environmental threats, while avoiding internal weaknesses, are more likely to gain competitive advantages than other kinds of firms.1 This simple SWOT framework points to the importance of both external and internal phenomena in understanding the sources of competitive advantage. To date, the development of tools for analyzing environmental opportunities and threats has proceeded much more rapidly than the development of tools for analyzing...

Scenario Planning: A Tool for Strategic Thinking

Abstract: Among the many tools a manager can use for strategic planning, scenario planning stands out for its ability to capture a whole range of possibilities in rich detail. By identifying basic trends and uncertainties, a manager can construct a series of scenarios what will help to compensate for the usual errors in decision making ? overconfidence and tunnel vision. Through case studies of Interpublic, an international advertising agency, and Anglo-American Corporation in South Africa, the author describes how to build scenarios in a step-by-step process and how to use the resulting stories to plan a company's future.

Strategic Issues in Product Recovery Management

Abstract: This article examines strategic production and operations management issues in product recovery management (PRM). PRM encompasses the management of all used and discarded products, components, and materials for which a manufacturing company is legally, contractually, or otherwise responsible. The objective of PRM is to recover as much of the economic (and ecological) value of used and discarded products, components, and materials as reasonably possible, thereby reducing the ultimate quantities of waste to a minimum. This article also discusses the relevance of PRM to durable products manufacturers. It contains a categorization of PRM decisions. A case study based on the PRM system of a multinational copier manufacturer is presented to illustrate a set of specific production and operations management issues. The experiences of two other pro-active manufacturers (BMW and IBM) are also discussed.

Speed, Stealth, and Selective Attack: How Small Firms Differ From Large Firms in Competitive Behavior

Abstract: This study examined how small firms differ in their competitive behaviors from their large rivals in an industry and explored the implications of differences for performance. Data on competitive mo...

Producing sustainable competitive advantage through the effective management of people

Abstract: Executive Overview Achieving competitive success through people involves fundamentally altering how we think about the workforce and the employment relationship. It means achieving success by working with people, not by replacing them or limiting the scope of their activities. It entails seeing the workforce as a source of strategic advantage, not just as a cost to be minimized or avoided. Firms that take this different perspective are often able to successfully outmaneuver and outperform their rivals.

Management : Challenges in the 21st Century

Abstract: Part 1 Meeting the challenges of the 21st century: management and managers - yesterday, today and tomorrow evolution of management thought social responsibility and ethics. Part 2 Planning challenges in the 21st century: planning in the contemporary organization strategic planning in a global environment effective managerial decision-making decision-making tools and techniques. Part 3 Organizing for challenges in the 21st century organizing for quality, productivity and job satisfaction designing the contemporary organization managing human resources organizational culture, change and development. Part 4 Leadership challenges in the 21st century: communicating effectively within diverse organizations understanding leadership in a dynamic environment effectively managing individual and group behaviour motivating organizational members. Part 5 Control challenges in the 21st century: organizational control in a complex business environment productivity and quality in operations information technology and control.

Buffer or Bridge? Environmental and Organizational Determinants of Public Affairs Activities in American Firms

Abstract: This article suggests corporate public affairs activities can be broken clown into two types: activities that “buffer” from the social and political environment, and activities that “bridge” with that environment. Drawing on previous work related to contingency theory, resource dependence, and strategic management, we developed hypotheses concerning conditions under which firms will emphasize buffering, bridging, or both. The hypotheses were tested with data collected from large American firms and Lohmoller's partial-least-squares latent variable path analysis. Buffering is found to be positively associated with environmental uncertainty and organizational power. Bridging is positively associated with uncertainty and an institution-oriented philosophy on the part of top management.

Alternative paradigms for manufacturing strategy

Abstract: Over the past 20 years, the field of manufacturing strategy has developed many different approaches. Argues that there are three distinct paradigms in manufacturing strategy: competing through manufacturing; strategic choices in manufacturing; and best practice. Each is reviewed and its strengths and weaknesses discussed. Finally, the relationship between them is discussed and a cycle of manufacturing strategy is proposed.

Institutional and Resource Dependence Determinants of Responsiveness to Work-Family Issues

Abstract: Whether and how organizations choose strategies that address pressures from both their exchange and the institutional environments has recently become a central question in organization theory. We ...

Assessing Managerial Discretion across Industries: A Multimethod Approach

Abstract: Industries differ widely in how much managerial discretion, or latitude of action, they allow. This research contributes to the reliable and valid measurement of this important but hard-to-measure ...

Strategic Groups as Reference Groups: Theory, Modeling and Empirical Examination of Industry and Competitive Strategy

Abstract: Previous studies on strategic groups have mainly focused on their static characteristics in order to test the theory of strategic groups and intraindustry performance differences (Porter, 1979; Cool and Schendel, 1988; Fiegenbaum and Thomas, 1990). In contrast, this study takes a longitudinal, dynamic perspective and describes the forces driving strategic group membership and structural evolution. It proposes that a strategic group acts as a reference point for group members in formulating competitive strategy. A partial adjustment model of strategic mobility is then developed which incorporates the idea of a strategic group as a reference group. It models strategic change in an industry both within and across strategic groups. The model is tested in the context of an in-depth industry analysis of the more significant firms in the insurance industry over the 1970-84 time period. The results suggest that strategic groups act as reference points for firm strategies and that predictions of future firm strategies and industry/group structures may also be successfully derived.

An Empirical Study of Flexibility in Manufacturing

Abstract: Despite the popularity of flexible manufacturing systems, managers suffer from inadequate frameworks to help incorporate flexibility into their strategic planning. Through a study of thirty-one plants in the printed circuit board industry, the authors progress toward such a framework, define types of flexibility, and examine the relationships among them. Their findings have implications for technology, production management, human resource management, supplier relationships, and product development.

IT Development: Methodology Overload or Crisis?

Abstract: The overwhelming evidence of contemporary information technology (IT) design failures, or “soft-core disasters,” and the dynamic synergy within the IT industry promote an urgency for the adoption o...

Strategy and environment as determinants of performance: Evidence from the Japanese machine tool industry

Abstract: This study examines the roles played by the environment and realized strategies on firm-level performance in the Japanese machine tool industry. We examine the effect of environment and strategy on performance using longitudinal data on a sample of 25 Japanese machine tool firms over the period 1979-92. Our results indicate that both firm strategies and the environment play significant roles in influencing profitability and growth. More specifically, whereas both strategy and environmental variables are significantly related to firm profitability, only environmental variables are associated with firm growth. Additionally, in contrast to U.S. based studies, we find that capital expenditures and technological change are not negatively associated with profitability. Rather technological change has a positive impact on firm growth. We discuss the implications of these results for strategic management and provide suggestions for future research.

Designing organizations: An executive briefing on strategy, structure, and process.

Abstract: Introduction: Four Immutable Forces Shaping Today's Organizations A FRAMEWORK FOR ORGANIZATIONAL DESIGN Choosing an Effective Design Matching Strategy and Structure Linking Processes to Coordination Needs Creating and Integrating Group Processes PATHWAYS TO NEW ORGANIZATIONAL FORMS Using Design as an Evolutionary Change Agent Creating a Virtual Corporation Leading and Integrating a Networked Organization Organizing the Continuous Design Process .

Strategic Organizational Diagnosis and Design

Abstract: The first € price and the £ and $ price are net prices, subject to local VAT. Prices indicated with * include VAT for books; the €(D) includes 7% for Germany, the €(A) includes 10% for Austria. Prices indicated with ** include VAT for electronic products; 19% for Germany, 20% for Austria. All prices exclusive of carriage charges. Prices and other details are subject to change without notice. All errors and omissions excepted. R.M. Burton, B. Obel Strategic Organizational Diagnosis and Design

The role of risk and return in information technology outsourcing decisions

Abstract: This paper views information technology (IT) outsourcing decisions as classical make-or-buy decisions. In essence, these decisions consist of finding an acceptable balance between benefits and risks. The principal contribution of this paper is the development of a model that describes the relationship between outsourcing benefits and risks. It draws on work from two streams of research: transaction cost theory and modern financial theory. The model can assist managers in determining whether outsourcing or insourcing is a better choice for a particular IT function and in evaluating and comparing competing vendor proposals. The model can also serve as a framework for future research in IT governance issues.

State Agencies' Experience with Strategic Planning: Findings from a National Survey

Abstract: Since the early 1980s, strategic planning has been one of the "hot" innovations in public administration, promising public agencies the benefits of a rational and highly structured, future-oriented management technique borrowed from the best run private sector companies. Despite some critical assessments (e.g., Bryson & Roering, 1987; Halachmi, 1986; Mintzberg, (1994),[1] an outpouring of books and articles advocate strategic planning as an effective tool for improving organizational decision making and program performance in government (Behn, 1980; Bryson, 1988; Eadie, 1983; Nutt & Backoff, 1992; Olsen & Eadie, 1982; Wechsler & Backoff, 1986; Meising & Andersen, 1991). Strategic planning is defined as a systematic process for managing the organization and its future direction in relation to its environment and the demands of external stakeholders, including strategy formulation, analysis of agency strengths and weaknesses, identification of agency stakeholders, implementation of strategic actions, and issue management. Increasing numbers of government agencies are reported as having adopted some form of strategic planning (Wechsler, 1989). Like many public sector management innovations of the past, strategic planning seems to have been greeted by a high level of initial enthusiasm. There has been, however, little research measuring the extent to which strategic planning is actually used by governments, the nature of the methods and processes used in different agencies, the reasons agencies give for initiating strategic planning, their objectives for the planning process, or the outcomes they believe they have achieved. To remedy this lack of data and to provide answers to questions about the use of strategic planning in the public sector, we conducted a national study of strategic planning in state government.[2] We chose to conduct this study at the level of state government for several reasons, including the increasing importance of the states in the delivery of public services, the relative diversity of state agencies and their tractability as units of analysis when compared to the federal and local levels, and the great interest reported in strategic planning among state governments (Wechsler, 1989). Survey Results Extent of Utilization of Strategic Planning by States Most of the survey respondents (60 percent) reported that they currently use strategic planning in their agency, while 9 percent of the agencies planned to start strategic planning soon, but had not yet initiated it. Twenty-six percent of respondents said their agency had never used strategic planning and had no plans to use it, and about 5 percent of the respondents reported their agency had used strategic planning in the past but currently did not. The primary reason even for discontinuing strategic planning was a change in agency leadership. Other reasons included budgetary cutbacks and personnel changes in planning positions. Only two respondents said that planning was discontinued because it was perceived as a failure in the agency. While we are somewhat surprised both by the high utilization rate and by the low discontinuance rate, there are two plausible explanations for these findings. First, agencies not using strategic planning could be underrepresented in the survey. (In fact, where we have responses for an agency-type from every state, the utilization rate is somewhat lower.) Second, because the large majority of agencies have had fewer than five years of experience with strategic planning, the discontinuance rate is likely to increase in the future, as agencies have more experience and some get discouraged or as leadership changes occur. Despite the longevity of strategic planning practice in the private sector (Bracker, 1980), there is little evidence of extensive public sector use of strategic planning or references to strategic planning in the public administration literature before the 1980s (Behn, 1980; Olsen & Eadie, 1982; Walters & Choate, 1984). …

Manufacturing strategy : how to formulate and implement a winning plan

Abstract: Are you a manager in manufacturing who wants to take your company to the forefront of manufacturing? If so, you need this book. 'Manufacturing Strategy' is a systematic and valuable tool for evaluating your current production program and helping you develop a world class production system. The book begins by examining the basic elements of a manufacturing system, including the six major manufacturing outputs. If helps you determine which output is most important to your manufacturing system and how to make proper adjustments to each level. The second section discusses specific production systems and how each output is linked to a specific system. Each system meets certain needs, and the author provides an in-depth analysis. The book is applicable for both small and large companies. It gives large companies a more in-depth process for strategic planning. For small companies, the process is amazingly simple and cost-effective. (Also available in Spanish - call for details)

An empirical taxonomy of the decision-making processes concerning strategic applications of information systems

Abstract: The strategic potential of information systems (IS) is now well recognized. However, there has been little explicit research on the process through which managers decide to develop IS applications that may provide strategic benefits. Consequently, several divergent views exist about this process, including those that consider it as a planned process, as a process that ignores formal planning methodologies, as a process that takes place incrementally, and as a process that occurs accidentally. This paper addresses this divergence of views by using strategic IS decisions in eightyone companies to generate an empirical taxonomy including five alternative ways of making strategic IS decisions. The five decision-making processes--namely, planned, provincial, incremental, fluid, and political--seem quite distinct, in terms of the activities involved and the influences encountered, as well as the conditions under which they are used. Thus, the paper suggests to managers deciding on potentially strategic systems that no one process should be considered universally applicable. Instead, any one of five processes comprising the taxonomy may be used, depending on the specific circumstances.

Financial and strategic motivations behind IS outsourcing

Abstract: Information Systems (IS) functions and whole IS departments are being outsourced in industries where the IS functions have been considered ‘core’ to the success of that business. Why and how senior management came to make these decisions is the focus of this article. It explains the motivations behind Information Technology (IT) outsourcing when popular alliance theories, such as transaction cost theories, game theory and joint-venture alliance theory suggested firms would not outsource an entity if core competency would be lost. Seven case studies were used to investigate the IT outsourcing phenomenon in the observed ‘alliance-like’ relationships emerging in the banking industry in the early 1990s. Inductive theory generating research was undertaken in this work following Yin's (1984, 1989) guidelines of multiple case replications to ensure rigorous and systematic data collection procedures. Before the case studies were conducted, 40 preliminary interviews were undertaken with managers of companies that were and were not involved in IT outsourcing contracts to explore the theorized factors of interest drawn from the literature, to develop the propositions, and to refine a structured interview guide. These preparatory steps led into the initial case study, and the literal replications of the proposed factors to confirm the patterns found. A theoretical replication based on conflict resolution was then undertaken to expose greater variation in conflict with the outsourcing relationships to contrast the initial patterns found. The results suggest that financial motivations underlie many IT outsourcing decisions, and unresponsive IS departments are accelerating the pace of the outsourcing process. Within this research, IT outsourcing was found to have profound effects on the expenses for the banks. However, contrary to conventional wisdom, IT outsourcing is taking place within firms and industries which utilize IS activities that are considered core competencies. Several strategic motivations were presented that may explain this management decision. Firms were undertaking IT outsourcing to change the organizational boundaries, to restructure, to mitigate technological risk and uncertainty, to access emerging technology, to manage the IS department better, and to link business and IT strategy.

Strategy development: past, present and future

Abstract: Aims to provide an overview of major work that has been carried out in the area of strategy development in the past and outlines how it will develop in the future. Presents an analysis of the term “strategy”. Discusses the evolution of different conceptual frameworks over time together with their impact on today′s understanding of strategy formulation and implementation. Concludes by presenting the requirements for a dynamic approach to strategy development together with the way in which it can be realized.

Transforming the Organization

Abstract: Part 1 A view of transformation: introduction - the biological corporation. Part 2 Reframing: mobilizing the organization creating the strategic vision designing the transformation path. Part 3 Restructuring: building an economic model reengineering processes. Part 4 Revitalization: growing existing businesses inventing new businesses. Part 5 Renewal: renewing the individual rejuvenating the organization. Part 6 Conclusion: achieving biological balance.

Upward Maintenance Tactics in Supervisory Mentoring and Nonmentoring Relationships

Abstract: This study explored the communication strategies junior colleagues use In preserve stable mentoring and nonmentorig relationships with their supervisors. Data collected from 259 managerial and tech...

How strategic is HRM

Abstract: This study of 115 subsidiaries of Fortune 500 companies indicates that a majority had integrated HRM and strategic planning systems within their organizations. HRM issues were explicitly discussed in strategic plans; HRM executives were involved in the planning process as “strategic partners”; and HRM was generally recognized as playing an important role in implementing business strategies. The degree of integration present was not related to short-run firm performance, however, time lags may be a factor. Implications of these findings are drawn. © 1995 by John Wiley & Sons, Inc.

Assumption-Based Planning: A Planning Tool for Very Uncertain Times

Abstract: : This report documents a strategic planning methodology, Assumption- Based Planning, the RAND has developed over the last four years. It distills long-range planning work for the Training and Doctrine Command (TRADOC) Research Activity and the Manpower, Training, and Performance Program (now the Manpower and Training Program) of RAND's Arroyo Center and was funded as Arroyo Center exploratory research. This work was conducted to aid the U.S. Army with its long- and mid-range planning. As argued, the method is particularly suited to planning in the military. It should also be of interest to anyone engaged in long-range or strategic planning. This report is intended to describe the fundamentals of Assumption-Based Planning and to provide numerous examples, although it is not a complete user's manual