Showing papers on "Strategic planning published in 2000"
TL;DR: In this paper, the authors employed knowledge-based theory to shed light on international growth in entrepreneurial firms and found earlier initiation of internationalization and greater knowledge intensity to be associat...
Abstract: We employed knowledge-based theory to shed light on international growth in entrepreneurial firms. We found earlier initiation of internationalization and greater knowledge intensity to be associat...
2,581 citations
Book•
01 Sep 2000
TL;DR: In this article, the authors describe how Mobil became a Strategy-Focused Organization by translating the Strategy to Operational Terms and building Strategy Maps in private sector companies and aligning the Organization to create synergies.
Abstract: Preface 1 Creating the Strategy-Focused Organization 2 How Mobil Became a Strategy-Focused Organization Part One: Translating the Strategy to Operational Terms 3 Building Strategy Maps 4 Building Strategy Maps in Private Sector Companies 5 Strategy Scorecards in Nonprofit, Government, and Health Care Organizations Part Two: Aligning the Organization to Create Synergies 6 Creating Business Unit Synergy 7 Creating Synergy through Shared Services Part Three: Making Strategy Everyone's Everyday Job 8 Creating Strategic Awareness 9 Defining Personal and Team Objectives 10 The Balanced Paycheck Part Four: Making Strategy a Continuous Process 11 Planning and Budgeting 12 Feedback and Learning Part Five: Mobilizing Change through Executive Leadership 13 Leadership and Mobilization 14 Avoiding the Pitfalls Frequently Asked Questions Index About the Authors
2,202 citations
TL;DR: The authors examined the links between managerial interpretations of environmental issues and corporate choice of environmental strategy among 9 companies in the United States, focusing on the strategic issue interpretation literature, and found that managers interpreted environmental issues as strategic issues.
Abstract: Drawing on the strategic issue interpretation literature, this study examined links between managerial interpretations of environmental issues and corporate choice of environmental strategy among 9...
1,759 citations
TL;DR: Findings from a study which investigated the influence of several factors on the social dimension of alignment within 10 business units in the Canadian life insurance industry suggest that both practitioners and researchers should direct significant effort toward understanding shared domain knowledge, the factor which had the strongest influence on the alignment between IT and business executives.
Abstract: The establishment of strong alignment between information technology (IT) and organizational objectives has consistently been reported as one of the key concerns of information systems managers. This paper presents findings from a study which investigated the influence of several factors on the social dimension of alignment within 10 business units in the Canadian life insurance industry. The social dimension of alignment refers 'Lynda M. Applegate was the accepting senior editor for this paper. to the state in which business and IT executives understand and are committed to the business and IT mission, objectives, and plans. The research model included four factors that would potentially influence alignment: (1) shared domain knowledge between business and IT executives, (2) IT implementation success, (3) communication between business and IT executives, and (4) connections between business and IT planning processes. The outcome, alignment, was operationalized in two ways: the degree of mutual understanding of current objectives (shortterm alignment) and the congruence of IT vision (long-term alignment) between business and IT executives. A total of 57 semi-structured interviews were held with 45 informants. Written business and IT strategic plans, minutes from IT steering committee meetings, and other strategy documents were collected and analyzed from each of the 10 business units. All four factors in the model (shared domain knowledge, IT implementation success, communication between business and IT executives, and connections between business and IT planning) were found to influence short-term alignment. Only shared domain knowledge was found to influence long-term alignment A new factor, strategic business plans, was found to influence both short and long-term alignment. MIS Quarterly Vol. 24 No. 1, pp. 81-113/March 2000 81 I~~~~~fl This content downloaded from 207.46.13.115 on Sat, 08 Oct 2016 04:53:48 UTC All use subject to http://about.jstor.org/terms Reich & Benbasat/Alignment Between Business and IT Objectives The findings suggest that both practitioners and researchers should direct significant effort toward understanding shared domain knowledge, the factor which had the strongest influence on the alignment between IT and business executives. There is also a call for further research into the creation of an IT vision.
1,475 citations
TL;DR: In this paper, the authors explain when and where strategic role conflict occurs and how organizational controls may be used to alleviate it, and how to alleviate the role conflicts between individual managers and between roles.
Abstract: Strategic renewal consists of three subprocesses (competence definition, deployment, and modification). Within each subprocess, the roles of top-, middle- and operating-level managers differ in their time horizon, information requirements, and core values. Dissensus in managers' perceptions about the need for change creates strategic role conflicts within individual managers and between managerial roles. In this article we explain when and where strategic role conflict occurs and how organizational controls may be used to alleviate it.
1,362 citations
TL;DR: In this article, a comparison of the strategies employed in management research in two periods, 1995-97 and 1985-87, was conducted through a content analysis of articles from the Academy of Management Journal.
Abstract: This study is a comparison of the strategies employed in management research in two periods, 1995–97 and 1985–87. Through a content analysis of articles from the Academy of Management Journal, Admi...
1,162 citations
TL;DR: The strategic alignment maturity assessment is introduced, based on the authors research and consulting experience, that identified the major enablers and inhibitors in the achievement of business-IT alignment and the methodology that leverages the most important enabler and inhibitors.
Abstract: Business and IT practitioners, researchers, and consultants have been asking for an effective tool to assess IT-business alignment. Until now, none was available. This chapter introduces the strategic alignment maturity assessment. This assessment tool is based on the authors research and consulting experience that identified the major enablers and inhibitors in the achievement of business-IT alignment and the methodology that leverages the most important enablers and inhibitors. Alignment focuses on the activities that management performs to achieve cohesive goals across the IT (information technology) and other functional (e.g., finance, marketing, H/R, manufacturing) organizations. Therefore, alignment addresses both how IT is in harmony with the business, and how the business should/could be in harmony with IT. Alignment evolves to a relationship where IT and business adapt their strategies together. Achieving alignment is evolutionary and dynamic. IT requires strong support from senior management, good working relationships, strong leadership, appropriate prioritization, trust, and effective communication, as well as a thorough understanding of the business and technical environments. Achieving and sustaining alignment demands focusing on maximizing the enablers and minimizing the inhibitors. The purpose of this chapter is to discuss an approach for assessing the maturity of the business-IT alignment. Once the maturity is understood, an organization can identify opportunities for enhancing the harmonious relationship of business and IT. INTRODUCTION Decades have passed. Billions of dollars have been invested on information technology (IT). Today, every organization is in the information business. Alignment applying IT in an appropriate and timely way, in harmony with business strategies, goals and needs remains a key concern of business executives. This This chapter appears in the book, Strategic Information Technology: Opportunities for Competitive Advantage by Raymond Papp. Copyright © 2001, Idea Group Publishing. 701 E. Chocolate Avenue, Hershey PA 17033-1117, USA Tel: 717/533-8845; Fax 717/533-8661; URL-http://www.idea-group.com ITB7957 IDEA GROUP PUBLISHING
996 citations
TL;DR: In this paper, the authors develop and test a dynamic perspective on strategic fit and test their model using extensive longitudinal data from over 4000 U.S. savings and loan institutions during a period when many S&Ls considered changing strategic direction, finding that the timing, direction and magnitude of strategic changes can be logically predicted based on differences in specific environmental forces and organizational resources.
Abstract: This study develops and tests a dynamic perspective on strategic fit. Drawing from contingency and resource-based arguments in the strategy and organizational theory literatures, we propose a distinctive analytical approach to identify environmental and organizational contingencies that should predict changes in a firm's strategy and the performance implications of such changes. We test our model using extensive longitudinal data from over 4000 U.S. savings and loan institutions during a period when many S&Ls considered changing strategic direction. The findings support our model of dynamic strategic fit. Specifically, we find that (1) the timing, direction, and magnitude of strategic changes can be logically predicted based on differences in specific environmental forces and organizational resources, and (2) organizations that deviated from our model's prediction of dynamic strategic fit (i.e., changed more or changed less than our model prescribed) experienced negative performance consequences. We conclude by discussing the implications of our approach and findings for future research on strategic fit and strategic change. Copyright © 2000 John Wiley & Sons, Ltd.
859 citations
TL;DR: In this article, the effects of organizational strategic variables, such as management values regarding human resource management (HRM) and the sources of competitive advantage, were examined with data from 138 firms in Korea.
Abstract: To examine the effects of organizational strategic variables, such as management values regarding human resource management (HRM) and the sources of competitive advantage, we developed a model and tested it with data from 138 firms in Korea. The workers studied were nonmanagers. Firms with high scores on valuing HRM and people as a source of competitive advantage were more likely to have high-involvement HRM strategies. These variables also had positive effects on firm performance. In addition, firms with high-involvement HRM strategies had better performance.
807 citations
TL;DR: In this article, the authors developed a conceptual model of manufacturing strategy from the literature and tested the model using data from a sample of manufacturers in three industries in the United States and found that competitive strategy acts as a mediator between an organization's environment and its manufacturing strategy.
675 citations
TL;DR: Although typically excluded from strategic human resource models, bundles of work-family policies may be an HR approach related to competitive advantage as discussed by the authors, and Symbolic action and resource-based views pr...
Abstract: Although typically excluded from strategic human resource models, bundles of work-family policies may be an HR approach related to competitive advantage. Symbolic action and resource-based views pr...
TL;DR: In this article, the authors examined how the risks of accelerated internationalization of businesses can be mitigated and how the internationalization will accelerate in the 21st century, using the Organisation for Economic Co-operation and Development (OECD).
Abstract: The Organisation for Economic Co-operation and Development predicts that the internationalization of businesses will accelerate in the 21st century. Our study examined how the risks of accelerated ...
TL;DR: An integrated multi-objective supply chain model is developed for use in simultaneous strategic and operational SC planning and will aid in the design of efficient, effective, and flexible supply chain systems and evaluation of competing SC networks.
Abstract: In this research, an integrated multi-objective supply chain (SC) model is developed for use in simultaneous strategic and operational SC planning. Multi-objective decision analysis is adopted to allow use of a performance measurement system that includes cost, customer service levels (fill rates), and flexibility (volume or delivery). This measurement system provides more comprehensive measurement of supply chain system performance than do traditional, single-measure approaches. Moreover, this model incorporates production, delivery, and demand uncertainty, and provides a multi-objective performance vector for the entire SC network. The model developed here will aid in the: (1) design of efficient, effective, and flexible supply chain systems and (2) evaluation of competing SC networks.
Book•
01 Apr 2000
TL;DR: The Strategic Benefits of Alliances: Understanding strategic collaboration, making the Connection, Ensuring Strategic Fit, Generating Value, Managing the Relationship, and Satisfying Strategic Fit as mentioned in this paper.
Abstract: The Strategic Benefits of Alliances. Understanding Strategic Collaboration. Making the Connection. Ensuring Strategic Fit. Generating Value. Managing the Relationship. Collaboration Drivers and Enablers: Jumpstart and Amercian Eagle Outfitters. Guidelines for Collaborating Successfully.
TL;DR: One of the main functions of the strategic futures exercise is to eliminate two errors that are usually described as the “hammer's risk” and the � “nail's dream”.
TL;DR: A general framework to plan for sustainability and then relate it to some well-known tools for sustainable development is presented and metrics should measure alignment of activities with the principles contained in a framework for sustainability.
TL;DR: The work in this paper highlights a suggested framework for strategic and balanced local government performance measurement and highlights the importance of a focus on both results and the means of achieving these results, which can be seen as a reflection of the fact that the focus in this system of local government has been on the results of council work and to a lesser extent on how the community views performance.
TL;DR: Backcasting is a planning methodology that is particularly helpful when problems at hand are complex and when present trends are part of the problems When applied in planning towards sustainability, backcasting can increase the likelihood of handling the ecologically complex issues in a systematic and coordinated way, and also to foresee certain changes, even from a self-beneficial point of view, of the market and increase the chances of a relatively strong economic performance as discussed by the authors.
Abstract: Backcasting is a planning methodology that is particularly helpful when problems at hand are complex and when present trends are part of the problems When applied in planning towards sustainability, backcasting can increase the likelihood of handling the ecologically complex issues in a systematic and coordinated way, and also to foresee certain changes, even from a self-beneficial point of view, of the market and increase the chances of a relatively strong economic performance To that end, backcasting should be performed from a set of non-overlapping principles that are general enough to be helpful in the coordination of different sectors of society and in business, as well as to cover relevant aspects of sustainability Such principles are helpful when developing reliable non-overlapping indicators for monitoring of the development when coordinating various measures from different sectors of the society or within individual firms with each other, and when handling trade-offs in a relevant way Further
TL;DR: This article presents a framework intended to assist planners, implementers and evaluators to systematically consider community empowerment goals within top-down health promotion programming, and 'unpacks' the tensions in health promotion at each stage of the more conventional, top- down programme cycle.
Abstract: Health promotion often comprises a tension between 'bottom-up' and 'top-down' programming. The former, more associated with concepts of community empowerment, begins on issues of concern to particular groups or individuals, and regards some improvement in their overall power or capacity as the important health outcome. The latter, more associated with disease prevention efforts, begins by seeking to involve particular groups or individuals in issues and activities largely defined by health agencies, and regards improvement in particular behaviours as the important health outcome. Community empowerment is viewed more instrumentally as a means to the end of health behaviour change. The tension between these two approaches is not unresolvable, but this requires a different orientation on the part of those responsible for planning more conventional, top-down programmes. This article presents a framework intended to assist planners, implementers and evaluators to systematically consider community empowerment goals within top-down health promotion programming. The framework 'unpacks' the tensions in health promotion at each stage of the more conventional, top-down programme cycle, by presenting a parallel 'empowerment' track. The framework also presents a new technology for the assessment and strategic planning of nine identified 'domains' that represent the organizational influences on the process of community empowerment. Future papers analyze the design of this assessment and planning methodology, and discuss the findings of its field-testing in rural communities in Fiji.
TL;DR: In this article, an empirically grounded conceptualization of strategic decisions as elements of a strategic discourse, operating at both the structural level of social reproduction and the instrumental level of intentional communication, is presented.
Abstract: In this paper we argue that the existing conceptualizations of strategic decision making, while each affording valuable insights, offer only partial and disconnected perspectives of the strategy process that leave important questions un-addressed. To overcome this problem we develop an empirically grounded conceptualization of strategic decisions as elements of a strategic discourse, operating at both the structural level of social reproduction and the instrumental level of intentional communication, and constituting the medium through which choices are discussed and recorded, interpretations developed and expressed, and strategic actions initiated, authorized and acknowledged. This conceptualization opens up a number of research questions concerning the role of strategic decision making in the overall strategy process and leads to a fruitful conceptualization of strategy itself as a technological and appropriative social practice.
Journal Article•
TL;DR: Review the recommendations of the Center for Disease Control Strategic Planning Workgroup, provide on the following pages.
Abstract: 1. Include terrorism in your crisis management plan with a subsection that addresses biological and chemical attacks 2. Provide training for all personnel 3. Provide specialized training for first responders 4. Practice response to emergencies 5. Document activities and follow up on noted deficiencies 6. Review the recommendations of the Center for Disease Control Strategic Planning Workgroup, provide on the following pages.
Book•
01 Jan 2000
TL;DR: The "Strategic Human Resource Management" as discussed by the authors provides practical guidance on putting complex HR strategies into practice, presenting HRM strategies that have been formulated and developed by practitioners, academics and consultants, demonstrating how these can be implemented in a real-world context and in line with business objectives.
Abstract: "Strategic Human Resource Management" provides practical guidance on putting complex HR strategies into practice. Presenting HRM strategies that have been formulated and developed by practitioners, academics and consultants, it demonstrates how these can be implemented in a real-world context and in-line with business objectives, in order to effect positive and productive change. Substantially updated, this edition includes new material which reflects important developments in HR strategies linked with those issues which affect HRM on a day to day basis including: Human capital management, corporate social responsibility, organization development, engagement and talent management. A new feature, the Strategic HR Toolkit, provides guidance on developing HR strategy through a strategic review.
TL;DR: The authors used frameworks from the strategic management and operations strategy literatures to explore the relationships among collaboration, technology, and innovation in small and medium-sized manufacturers, and developed a strategic supplier typology which is useful in explaining the differences in the composition and performance of various types of suppliers.
Abstract: This study uses frameworks from the strategic management and operations strategy literatures to explore the relationships among collaboration, technology, and innovation in small and medium-sized manufacturers. Statistical analysis of the responses of 200 New Hampshire manufacturing companies in four SIC code industries (fabricated metals, industrial equipment, electrical and electronic equipment, and instruments) leads to the development of a strategic supplier typology which is useful in explaining the differences in the composition and performance of various types of suppliers. Copyright © 2000 John Wiley & Sons, Ltd.
TL;DR: In this article, the authors argue that to the extent one can talk about a single academic profession, the academic profession in Australia is undergoing a profound transformation, though this transformation has yet to be adequately researched and analysed.
Abstract: Australian universities are being transformed by profound long-term changes. Inevitably, these changes are reshaping academic work and the academic profession. Universities in Australia entered a period of accelerated transformation in the late 1980s. Foreshadowed in policy circles by the Commonwealth Tertiary Education Commission’s (CTEC) report on Efciency and Effectiveness in Higher Education (CTEC, 1986), this period was shaped above all by the Green and White Papers issued by Commonwealth Minister John Dawkins (1987; 1988) and the mergers, managerialism and marketisation that followed. For a while, it seemed that the norms of academic work were xed, amid a university system in which every other element—the map of institutions, institutional identity and developmental strategy, systems of management and the organisational cultures of universities, the nancing of institutions and their economic relationship with students, the course mix, the character of postgraduate education, relations with employers, and so on—was subject to rapid change. The internal life of the academic profession seemed to be protected by its traditions, by its institutions such as tenure, peer review, and autonomy in curriculum matters; and by a certain self-imposed inertia. The reform process started from the outside and took some time to work its way into the day-to-day practices of academic staff. However, this inner sanctuary of academic work is no longer secure from the processes of organisational change. The argument of this paper is that, to the extent one can talk about a single academic profession, the academic profession in Australia is undergoing a profound transformation, though this transformation has yet to be adequately researched and analysed. In many respects, the traditional practices of the Australian academic profession are in crisis. It is uncertain what the future of academic work and academic professionalism will be. Indeed, it is plain that more than one future is possible. The processes of transformation and crisis in academic work have four dimensions, which overlap with each other:
21 Apr 2000
TL;DR: CDC has developed a strategic plan to address the deliberate dissemination of biological or chemical agents and contains recommendations to reduce U.S. vulnerability to biological and chemical terrorism--preparedness planning, detection and surveillance, laboratory analysis, emergency response, and communication systems.
Abstract: The U.S. national civilian vulnerability to the deliberate use of biological and chemical agents has been highlighted by recognition of substantial biological weapons development programs and arsenals in foreign countries, attempts to acquire or possess biological agents by militants, and high-profile terrorist attacks. Evaluation of this vulnerability has focused on the role public health will have detecting and managing the probable covert biological terrorist incident with the realization that the U.S. local, state, and federal infrastructure is already strained as a result of other important public health problems. In partnership with representatives for local and state health departments, other federal agencies, and medical and public health professional associations, CDC has developed a strategic plan to address the deliberate dissemination of biological or chemical agents. The plan contains recommendations to reduce U.S. vulnerability to biological and chemical terrorism--preparedness planning, detection and surveillance, laboratory analysis, emergency response, and communication systems. Training and research are integral components for achieving these recommendations. Success of the plan hinges on strengthening the relationships between medical and public health professionals and on building new partnerships with emergency management, the military, and law enforcement professionals.
TL;DR: In this paper, the authors investigated the dual performance effects of strategic planning and autonomous actions in the strategy formation process and found that strategic planning has positive performance effects across industries, and exists in tandem with autonomous actions, where managers make responsive decisions that enhance performance under changing environmental conditions.
Book•
01 Jan 2000
TL;DR: In this article, a model that can be used to predict which nonprofit organizations are vulnerable to financial problems is described. But the model is based on financial indicators developed by Tuckman and Chang (1991) and adapts methodologies that have been developed in the for-profit sector to predict financial vulnerability, and was empirically tested using a multi-year Internal Revenue Service database provided by the National Center for Charitable Statistics.
Abstract: This article describes a model that can be used to predict which nonprofit organizations are vulnerable to financial problems. The model is based on financial indicators developed by Tuckman and Chang (1991), adapts methodologies that have been developed in the for-profit sector to predict financial vulnerability, and was empirically tested using a multiyear Internal Revenue Service database provided by the National Center for Charitable Statistics. Both internal and external stakeholders can use the model when making allocation decisions during the strategic planning process and in evaluating financial risk.
TL;DR: The Information Rules: A Strategic Guide to the Network Economy by Carl Shapiro and Hal R. Varian as discussed by the authors is one of a slew of new books attempting to provide new perspectives regarding business models, strategies, and practices.
Abstract: The emerging information economy is transforming the business landscape. Global information infrastructure, digital technologies, and electronic commerce activities all demand new perspectives regarding business models, strategies, and practices. The book, ‘Information Rules: A Strategic Guide to the Network Economy,’ by Carl Shapiro and Hal R. Varian is one of a slew of new books attempting to provide those perspectives. The authors have successfully made the book a popular reading for professionals and academics alike by blending in-depth analysis with interesting examples and good managerial insights.
TL;DR: In this paper, the results of a multiphase study of nonprofit human service organizations serving children and youth in Cuyahoga County, Ohio were presented, which identified adaptation strategies organizations found effective for the current environment, including strategic expansion of services and client bases, networking as a means to acquire and stabilize revenue streams and resources, and increased use of business techniques and technology to generate outcome measures and an image of effectiveness with funders.
Abstract: This article reviews the results of a multiphase study of nonprofit human service organizations serving children and youth in Cuyahoga County, Ohio. The purpose of the study was to identify adaptation strategies organizations found effective for the current environment. The study reviews the results of longitudinal focus groups and a final workshop directed to analyzing strategies for maintaining organizational viability. Effective adaptations included strategic expansion of services and client bases, networking as a means to acquire and stabilize revenue streams and resources, and increased use of business techniques and technology to generate outcome measures and an image of effectiveness with funders.