Showing papers on "Strategic planning published in 2002"

Shifting Paradigms: From Flexner to Competencies

Abstract: Realizing medical education is on the brink of a major paradigm shift from structure- and process-based to competency-based education and measurement of outcomes, the authors reviewed the existing medical literature to provide practical insight into how to accomplish full implementation and evaluation of this new paradigm. They searched Medline and the Educational Resource Information Clearinghouse from the 1960s until the present, reviewed the titles and abstracts of the 469 articles the search produced, and chose 68 relevant articles for full review. The authors found that in the 1970s and 1980s much attention was given to the need for and the development of professional competencies for many medical disciplines. Little attention, however, was devoted to defining the benchmarks of specific competencies, how to attain them, or the evaluation of competence. Lack of evaluation strategies was likely one of the forces responsible for the threedecade lag between initiation of the movement and widespread adoption. Lessons learned from past experiences include the importance of strategic planning and faculty and learner buy-in for defining competencies. In addition, the benchmarks for defining competency and the thresholds for attaining competence must be clearly delineated. The development of appropriate assessment tools to measure competence remains the challenge of this decade, and educators must be responsible for studying the impact of this paradigm shift to determine whether its ultimate effect is the production of more competent physicians. Acad. Med. 2002;77:361‐367.

Conflicting Voices: The Effects of Institutional Ownership Heterogeneity and Internal Governance on Corporate Innovation Strategies

Abstract: Examining the relationship between governance and corporate innovation strategies, we found, in opposition to the assumption that owners have a unified voice, differences among governance constitue

Participative Management and Job Satisfaction: Lessons for Management Leadership

Abstract: Researchers and practitioners in both the public and private sectors agree that participative management improves employees' job satisfaction. Public agencies have also turned to strategic planning to enhance government performance and accountability. This study explores the relationship between participative management in the context of the strategic planning and job satisfaction in local government agencies. The results of multiple regression analysis show that managers' use of a participative management style and employees' perceptions of participative strategic planning processes are positively associated with high levels of job satisfaction. The study also finds that effective supervisory communications in the context of the strategic planning process are positively associated with high levels of job satisfaction. The study suggests that participative management that incorporates effective supervisory communications can enhance employees' job satisfaction. In this regard, organizational leaders in the public sector should emphasize changing organizational culture from the traditional pattern of hierarchical structure to participative management and empowerment.

Gaining and sustaining competitive advantage

Abstract: PART I: The Logic of Strategic Analysis Chapter 1 Introduction: What Is Strategy? Chapter 2 Firm Performance and Competitive Advantage Chapter 3 Evaluating Environmental Threats Chapter 4 Evaluating Environmental Opportunities Chapter 5 Evaluating Firm Strengths and Weaknesses: The Resource-Based View PART II: Business Strategies Chapter 6 Cost Leadership Chapter 7 Product Differentiation Chapter 8 Flexibility: Real Options Analysis Under Risk and Uncertainty Chapter 9 Tacit Collusion: Cooperation to Reduce Competition PART III: Corporate Strategies Chapter 10 Vertical Integration Strategies Chapter 11 Diversification Strategies Chapter 12 Implementing Corporate Diversification Chapter 13 Strategic Alliances Chapter 14 Merger and Acquisition Strategies Chapter 15 International Strategies

Structural Inertia, Imitation, and Foreign Expansion: South Korean Firms and Business Groups in China, 1987–1995

Abstract: The foreign expansion of firms is healed as an instance of organizational and strategic change shaped by structural inertia and imitation. A longitudinal analysis of South Korean firms in China sho...

Firm Resources as Moderators of the Relationship Between Market Growth and Strategic Alliances in Semiconductor Start-UPS

Abstract: This article examines interactions between internal and external drivers of alliance formation. We argue that firms' use of alliances as a mechanism to adapt to market uncertainties is contingent o...

Implementing strategies successfully

Abstract: The paper presents the key findings of a study on strategy implementation. A qualitative study of 298 interviews was conducted in 12 service organizations. In the paper, the key findings are introduced, and the challenges of strategic communication and action, the identification of and support for strategic actors, and structure and systems aligned with strategy, are discussed.

Developing competency models to promote integrated human resource practices

Abstract: Today, competencies are used in many facets of human resource management, ranging from individual selection, development, and performance management to organizational strategic planning. By incorporating competencies into job analysis methodologies, the Office of Personnel Management (OPM) has developed robust competency models that can form the foundation for each of these initiatives. OPM has placed these models into automated systems to ensure access for employees, human resources professionals, and managers. Shared access to the data creates a shared frame of reference and a common language of competencies that have provided the basis for competency applications in public sector agencies. © 2002 Wiley Periodicals, Inc.

Strategic Planning for Public Relations

Abstract: Introduction Relationship Management Strategic Communication Integrated Communication Advertising Strategic Public Relations Effective Creativity Phase One: Formative Research Step 1: Analyzing the Situation Public Relations and Ethics Planning Example 1: Analyzing the Situation Checklist 1: Public Relations Situation Step 2: Analyzing the Organization Internal Environment Public Perception External Environment Planning Example 2: Analyzing the Organization Checklist 2A: Internal Environment Checklist 2B: Public Perception Checklist 2C: External Environment Step 3: Analyzing the Publics Publics Key Publics Strategic Planning Example 3A: Identifying Publics Checklist 3A: Publics Analyzing Key Publics Stereotypes Rethinking Your Publics Benefit Statement Planning Example 3B: Analyzing Key Publics Checklist 3B: Key Publics Phase Two: Strategy Step 4: Establishing Goals and Objectives Organizational Goals Objectives Planning Example 4: Establishing Goals and Objectives Checklist 4: Goals and Objectives Step 5: Formulating Action and Response Strategies Proactive Public Relations Strategies Reactive Public Relations Strategies Planning Example 5: Formulating Action and Response Strategies Checklist 5: Action and Response Strategies Step 6: Designing Effective Communication Communication Process Rhetorical Tradition Planning Example 6A: Selecting Message Sources Checklist 6A: Message Sources Logos: Appealing to Reason Pathos: Appealing to Sentiment Planning Example 6B: Determining Message Appeals Planning Checklist 6B: Message Appeals Verbal Communication Nonverbal Communication Planning Example 6C: Planning Verbal/Nonverbal Communication Checklist 6C: Planning Verbal/Nonverbal Communication Branding the Strategic Message Phase Three: Tactics Step 7: Selecting Communication Tactics Interpersonal Communication Techniques Planning Example 7A: Selecting Interpersonal Communication Tactics Checklist 7A: Interpersonal Communication Tactics Organizational Media Tactics Planning Example 7B: Selecting Organizational Media Tactics Checklist 7B: Organizational Media Tactics News Media Tactics Planning Example 7C: Selecting News Media Tactics Checklist 7C: News Media Tactics Advertising and Promotional Media Tactics Planning Example 7D: Selecting Advertising and Promotional Tactics Checklist 7D: Advertising and Promotional Tactics Packaging Communication Tactics Planning Example 7E: Packaging the Communication Tactics Checklist 7E: Packaging Communication Tactics Step 8: Implementing the Strategic Plan Campaign Plan Campaign Schedule Campaign Budget Planning Example 8: Implementing the Strategic Plan Checklist 8: Implementing the Strategic Plan Phase Four: Evaluation Research Step 9: Evaluating the Strategic Plan What to Evaluate When to Evaluate How to Evaluate Data Analysis and Reports Planning Examples 9: Evaluating the Strategic Plan Checklist 9: Evaluating the Strategic Plan Appendix A: Applied Research Techniques Appendix B: Ethical Standards Appendix C: Sample Campaigns Appendix D: Effective Media Engagement Glossary Citations and Recommended Readings

Strategic planning in SMEs – some empirical findings

Abstract: Strategic frameworks and tools of analysis have been the subject of much academic debate over the last 20 years. This paper reviews the main approaches to strategic management and, by presenting the results of a survey of 159 small and medium sized enterprises selected from both the service and manufacturing sectors, demonstrates a divide between the theoretical concepts and the practical realities of strategic planning. While there are strong indications of business planning among the organisations surveyed, there is less evidence of strategic thinking except among larger businesses. Even in this latter group there are only a few instances where the recognised tools of strategic management appear to play a role in planning, the exception being internal financial analysis, which is widely undertaken.

Core competence for sustainable competitive advantage: a structured methodology for identifying core competence

Abstract: Core competencies are the crown jewels of a company and, therefore, should be carefully nurtured and developed. Companies can determine their future business directions based on the strengths of competencies. However, because generalized terms such as resource, asset, capability, and competence are not clearly explained in connection with competence theory, these posing difficulties in understanding many contemporary management concepts. In this paper, the authors provide a summary of the recent management theories by comparing their salient features. They then propose a linking mechanism between assets, resources, capabilities, competencies, and core competencies. They provide a methodology to identify core competencies by isolating unique and flexible capabilities of the firm. They use this framework to identify the core competencies of a UK manufacturing company. The results of their analyses are used to help the company to make more informed strategic management decisions regarding capability development, outsourcing, focusing, or diversification, with regards to new products, services, or markets. The framework is generic in nature and is applicable to benchmark a manufacturing, public, or service sector organization.

Alliance-Based Competitive Dynamics

Abstract: Do rivals' alliances increase or decrease the competitive pressure experienced by a firm? Linking ecological and economic research on organizations, we propose that the effects of rivals' horizonta...

Strategic Management: Creating Competitive Advantages

Abstract: Strategic Management: Text and Cases, 3rd Edition, byDess/Lumpkin/Eisner is both readable and rigorous- written for today'sstudent. A rocket-ship in its first editions, this revision continues toprovide solid treatment of traditional topics in strategic management, aswell as contemporary topics like entrepreneurship, innovation, knowledge management, and internet strategies. The prestigious authorteam understands the importance of thorough, modern conceptsillustrated by rich, relevant, and teachable cases

Competitive strategy dynamics

Abstract: Preface. Acknowledgments. Part I: Getting Started. 1. The Critical Path the Meaning of Dynamics . Strategic resources and performance. The problem of valuing businesses and their strategies. Industry factors and firm performance. 2. Strategic Resources the Fuel of Firm Performance. A sharper focus on strategic resources. What is already known about resources and sustained performance. SWOT analysis a poor basis for sound strategy. Winning and keeping resources. Defining and measuring resources and their flows. 3. Getting Specific Quantifying Change. Get quantitative!?the importance of scale, rates of change, and time charts. Adding lumps of resource. Stimulating and exploiting potential resources. Developing resources within the business. Using time charts to estimate resource development. An illustrative scenario for staff development. Developing resources beyond the firm. The failure of correlation methods to explain business performance. 4. Building the Machine Reinforcing Feedback between Resources. Current approach to linkages within and beyond the business. To he who hath shall be given the strength of complementary resources. Resource interdependence an example of self reinforcement in brand building. Reinforcing feedback the magic of exponential growth (but dangers of collapse). Completing the resource system in brands adding limits to potential resources, resource losses, and management decisions. Most resources need not be depleted to build others. Be clear where revenues and costs arise. Resource dynamics and value chain analysis. A practical example rejuvenating a knitwear brand. 5. Removing the Brakes Balancing Feedback Holds Back Growth. Recognizing balancing feedback. Further developments of the banking example. Self balancing resources. A note on spreadsheets, system dynamics, and simulation modeling. 6. The Strategic Architecture Designing the System to Perform. Industry example new product development in car manufacture. A seven step process for capturing the Strategic Architecture. Strategic Architecture: diagnosing performance challenges. Part II: Further Concepts. 7. The Hard Face of Soft Factors the Power of Intangible Resources. Features and impact of intangible resources. Measuring intangible resources. Indirect resources, reflecting people s feelings or expectations regarding issues that concern them. Resource attributes. Integrating intangible resources into the strategic architecture. 8. Into Battle the Dynamics of Rivalry. Type 1 rivalry: developing potential customers. Type 2 rivalry: capturing rivals customers. Type 3 rivalry: competing for sales to shared customers. Simplifying multi competitor dynamics: Strategic Groups. Extending rivalry to resources other than customers. 9. Building the Capability to Perform. Measuring capabilities. Learning as capability building. A process for dealing with capabilities in analyzing performance dynamics. The impact of capabilities on performance of the entire business. From team learning to organizational learning. Leadership team competence. 10. Keeping the Wheels on the Road Steering the Dynamics of Strategy. Managing a single resource the goal and control structure. Dissecting interference between policies. Conflicting goals. Limits to human decision making. Interference between goals and policies. Goals, controls and the Balanced Scorecard (BSC). Illustration of valuing a strategic initiative. 11. Further Developments on Existing Strategy Concepts. Other firm level strategy frameworks. Industry level approaches to strategy. The strategy process. Further opportunities from a resource system approach corporate level strategy. Appendix. References. Index.

A new strategy for transmission expansion in competitive electricity markets

Abstract: It will be important to develop a transmission network capable of handling future generation and load patterns in a deregulated, unbundled, and competitive electricity market. A new strategy for transmission expansion under a competitive market environment is therefore presented in this paper. In the proposed strategy, a new transmission planning model is developed to consider a variety of market-driven power-flow patterns while a decision analysis scheme is incorporated to minimize the risk of the selected plan. Numerical examples are given to illustrate the potential of the proposed strategy to make a significant contribution to transmission planning in competitive markets.

Strategies for responsible restructuring

Abstract: Executive Overview As organizations struggle to enhance their competitive positions, employment downsizing continues as a preferred part of a restructuring strategy. Its objective is to reduce operating costs as a way of increasing earnings and stock prices. A study of S&P 500 firms from 1982-2000, however, casts serious doubt on the long-term payoff of this approach. The purpose of this article is to suggest several alternative approaches to restructuring. In contrast to employment downsizing, a strategy that regards people as costs to be cut, a responsible restructuring strategy focuses on people as assets to be developed. This focus recognizes that people are the source of innovation and renewal, especially in knowledge-based organizations, and that the development of new markets, customers, and revenue streams depends on the wise use of a firm's human assets. The article presents company examples and research-based findings that illustrate mistakes to avoid and affirmative steps to take when restructu...

It applications in supply chain organizations: a link between competitive priorities and organizational benefits

Abstract: This study profiles organizational differences between firms based upon their level of information technology (IT) use. The three key dimensions examined are: (1) organizational competitive priorities; (2) choice of specific IT applications; and (3) performance measures achieved. A mail survey to manufacturing, retailing, warehouse and distribution and transportation firms was used for data collection. The survey contained questions about general company information, the nature of the strategic planning process, focus on competitive priorities, the degree of IT usage, reliance on specific IT applications and achievements on specific performance measures. Three hypotheses were tested: (1) Firms with a high level of IT use focus on a different set of competitive priorities than firms with low or medium IT use; (2) High IT firms have significantly higher usage of specific information technologies compared to low or medium IT firms; and (3) Firms with high IT usage have significantly higher performance compared to firms with low or medium IT usage. Findings indicate that high IT firms compete on flexibility and place a greater emphasis on supply chain management in the strategic planning process. The level of IT usage also appears related to aggregate company performance with a higher percentage of high IT firms reporting substantial growth in market share over the past five years than low and medium IT firms.

The Corruption of Managerial Techniques by Organizations

Abstract: Public sector organizations are under pressure to adopt private sector tools to sustain legitimacy despite uncertainty about the compatibility of the techniques with this context. We explore the consequences of the misfit between the theories underlying two widely adopted managerial techniques (strategic planning and quality management) and the pluralistic power structure and values of public hospitals. We identify four scenarios of adaptation and use qualitative data to examine their empirical prevalence. We suggest that when the compatibility gap is large, there is greater likelihood that formalized techniques will be captured by and integrated into existing organizational dynamics (corruption of the technique) than that the technique will change these dynamics in a way consistent with its objectives (transformation of the organization). We examine the implications of our observations for understanding the role of managerial techniques in organizational change.

Strategic thinking versus strategic planning: towards understanding the complementarities

Abstract: In an environment characterised by flux and uncertainty, a capacity for innovative, divergent strategic thinking rather than conservative, convergent strategic planning is seen as central to creating and sustaining competitive advantage. As the case study of Communications Co. illustrates, scenario planning is one tool that many organisations, committed to redesigning their strategic planning processes, are using with some success. However, scenario planning requires both left‐ and right‐brain thinking styles. The elements of left‐brain thinking reflect the planning side of strategy making, while right‐brain thinking mirrors the thinking component of strategy making. The relationship between the factors that enable strategic thinking and the level of “emotional intelligence” of business leaders is also considered. The Communications Co. case findings appear to support the view that while strategic thinking capabilities can be nurtured and diffused through an organisation, it will need business leaders with a high degree of emotional intelligence to lead the way.

The Question of Scale in Integrated Natural Resource Management

Abstract: Lessons from integrated natural resource management (INRM) practiced at different scales are reviewed, with a focus on catchment management. INRM is complex, and many interactions have to be addressed. Consequently, the scale of investigation can restrict the generality and utility of the findings. Examples show that temporal, biophysical, and institutional scales can each be critical. Contexts and dynamics associated with particular scales, and interactions or lateral flows that become important with increasing scale, also pose serious challenges. A conceptual framework is presented for scaling issues in INRM and how to deal with them. To benefit many people over large areas within sensible time frames requires considerable political will, investment, and strategic planning from the outset. Only then will an enabling environment be created to meet a range of preconditions identified in previous studies of integrated catchment management, watershed development, common property management, and devolution. This paper focuses on the links between the organizational/human aspects and the biophysical/technical perspective of various scaling issues. In particular, there is a need to reconcile current top-down and bottom-up approaches, both of which are needed to achieve effective delivery in structured

Strategic Advertising Management

Abstract: PART ONE: OVERVIEW OF ADVERTISING AND PROMOTION 1. What are Advertising and Promotion? 2. Perspectives on Advertising PART TWO: PLANNING CONSIDERATIONS 3. What it Takes for Successful Advertising and Promotion 4. The Strategic Planning Process PART THREE: DEVELOPING THE STRATEGIC PLAN 5. Selecting the Target Audience 6. Understanding Target Audience Decision Making 7. Determining the Best Positioning 8. Developing a Communication Strategy 9. Setting a Media Strategy PART FOUR: MAKING IT WORK 10. Processing the Message 11. Creative Tactics 12. Creative Execution PART FIVE: INTEGRATING ADVERTISING AND PROMOTION 13. Promotion tactics 14. Putting it All Together

A typology for campus-based alcohol prevention: moving toward environmental management strategies.

Abstract: Objective: This article outlines a typology of programs and policies for preventing and treating campus-based alcohol-related problems, reviews recent case studies showing the promise of campus- based environmental management strategies and reports findings from a national survey of U.S. colleges and universities about available re- sources for pursuing environmentally focused prevention. Method: The typology is grounded in a social ecological framework, which recog- nizes that health-related behaviors are affected through multiple levels of influence: intrapersonal (individual) factors, interpersonal (group) pro- cesses, institutional factors, community factors and public policy. The survey on prevention resources and activities was mailed to senior ad- ministrators responsible for their school's institutional response to sub- stance use problems. The study sample was an equal probability sample of 365 2- and 4-year U.S. campuses. The response rate was 76.9%. Re- sults: Recent case studies suggest the value of environmentally focused alcohol prevention approaches on campus, but more rigorous research is needed to establish their effectiveness. The administrators' survey showed that most U.S. colleges have not yet installed the basic in- frastructure required for developing, implementing and evaluating environmental management strategies. Conclusions: The typology of campus-based prevention options can be used to categorize current ef- forts and to inform strategic planning of multilevel interventions. Ad- ditional colleges and universities should establish a permanent campus task force that reports directly to the president, participate actively in a campus-community coalition that seeks to change the availability of al- cohol in the local community and join a state-level association that speaks out on state and federal policy issues. (J. Stud. Alcohol, Supple- ment No. 14: 140-147, 2002)