Showing papers on "Strategic planning published in 2003"
TL;DR: In this article, a two-phase model of institutional transitions is developed, focusing on the longitudinal process to move from a relationship-based, personalized transaction structure calling for a network-centered strategy to a rule-based impersonal exchange regime suggesting a market-centric strategy.
Abstract: How do organizations make strategic choices during the time of fundamental institutional transitions such as those sweeping numerous emerging economies? To answer this question, a two-phase model of institutional transitions is developed in this article. I focus on the longitudinal process to move from a relationship-based, personalized transaction structure calling for a network-centered strategy to a rule-based, impersonal exchange regime suggesting a market-centered strategy. I then identify the points of inflection; predict strategic choices for incumbent, entrepreneurial, and foreign firms; and delineate their performance implications.
2,542 citations
TL;DR: In this article, the authors integrate perspectives from the literature on contingency, dynamic capabilities, and the natural resource-based view of the firm to propose how dimensions of the general competitive environment of a business will influence the development of a dynamic, proactive corporate strategy for managing the business-natural environment interface.
Abstract: We integrate perspectives from the literature on contingency, dynamic capabilities, and the natural resource-based view of the firm to propose how dimensions of the general competitive environment of a business will influence the development of a dynamic, proactive corporate strategy for managing the business–natural environment interface. We also explain how certain characteristics of the general business environment—uncertainty, complexity, and munificence—moderate the relationship between the dynamic capability of a proactive environmental strategy and competitive advantage. We conclude with a discussion of implications for research and practice.
1,802 citations
TL;DR: In this paper, the authors develop a sustainable-value framework that links the challenges of global sustainability to the creation of shareholder value by the firm and show how the global challenges associated with sustainable development, viewed through the appropriate set of business lenses, can help to identify strategies and practices that contribute to a more sustainable world while s...
Abstract: Executive Overview Just as the creation of shareholder value requires performance on multiple dimensions, the global challenges associated with sustainable development are also multifaceted, involving economic, social, and environmental concerns. Indeed, these challenges have implications for virtually every aspect of a firm's strategy and business model. Yet, most managers frame sustainable development not as a multidimensional opportunity, but rather as a one-dimensional nuisance, involving regulations, added cost, and liability. This approach leaves firms ill-equipped to deal with the issue in a strategic manner. Accordingly, we develop a sustainable-value framework that links the challenges of global sustainability to the creation of shareholder value by the firm. Specifically, we show how the global challenges associated with sustainable development, viewed through the appropriate set of business lenses, can help to identify strategies and practices that contribute to a more sustainable world while s...
1,492 citations
TL;DR: In this paper, the authors present a strategic decision framework that will aid managerial decision-making based on literature and practice in the area of environmentally conscious business practices and explore the applicability of a dynamic non-linear multi-attribute decision model, defined as the analytical network process, for decision making within the green supply chain.
1,283 citations
TL;DR: In this article, the authors propose a model for improving supply chain management, which is called SCOR, a model to improve supply chain risk and disruption management in a cloud environment.
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1,277 citations
TL;DR: In this article, the authors explore the black box between human resources practices and firm performance and examine the relationships between a set of network-building HR practices and the performance of firms.
Abstract: In this article, we begin to explore the black box between human resources (HR) practices and firm performance. Specifically, we examine the relationships between a set of network-building HR pract...
1,117 citations
TL;DR: In this article, a case study of the strategic planning systems of eight of the world's largest oil companies identified fundamental changes in the nature and role of strategic planning since the end of the 1970s.
Abstract: The long-running debate between the ‘rational design’ and ‘emergent process’ schools of strategy formation has involved caricatures of firms' strategic planning processes, but little empirical evidence of whether and how companies plan. Despite the presumption that environmental turbulence renders conventional strategic planning all but impossible, the evidence from the corporate sector suggests that reports of the demise of strategic planning are greatly exaggerated. The goal of this paper is to fill this empirical gap by describing the characteristics of the strategic planning systems of multinational, multibusiness companies faced with volatile, unpredictable business environments. In-depth case studies of the planning systems of eight of the world's largest oil companies identified fundamental changes in the nature and role of strategic planning since the end of the 1970s. The findings point to a possible reconciliation of ‘design’ and ‘process’ approaches to strategy formulation. The study pointed to a process of planned emergence in which strategic planning systems provided a mechanism for coordinating decentralized strategy formulation within a structure of demanding performance targets and clear corporate guidelines. The study shows that these planning systems fostered adaptation and responsiveness, but showed limited innovation and analytical sophistication. Copyright © 2003 John Wiley & Sons, Ltd.
921 citations
TL;DR: This article examined the effect of strategic decision speed on subsequent firm performance and identified environmental and organizational characteristics that relate to decision speed and concluded that fast strategic decision-making predicts subsequent firm growth and profit.
Abstract: This 4-year study examines the effect of strategic decision speed upon subsequent firm performance and identifies environmental and organizational characteristics that relate to decision speed. We draw upon strategic decision-making theory and organization theory to propose that strategic decision speed mediates the relation between environmental and organizational characteristics and performance. Measures of business environment, organization structure, strategic decision speed, and firm performance (growth and profitability) were collected from 318 CEOs from 1996 to 2000. Structural equation modeling confirmed that fast strategic decision-making predicts subsequent firm growth and profit and mediates the relation of dynamism, munificence, centralization, and formalization with firm performance. Copyright © 2003 John Wiley & Sons, Ltd.
877 citations
Book•
01 Mar 2003
TL;DR: In this article, the theory (no cases) that is referred to in the main Strategic Management, 7e text is discussed, and the theory is discussed in detail in detail.
Abstract: Contains just the theory (no cases) that is referred to in the main Strategic Management, 7e text.
810 citations
TL;DR: Corporate brand management is a dynamic process that involves keeping up with continuous adjustments of vision, culture and image as discussed by the authors, and it is important to bring the whole corporation into corporate branding.
Abstract: This paper describes corporate branding as an organisational tool whose successful application depends on attending to the strategic, organisational and communicational context in which it is used A model to help managers analyse context in terms of the alignment between strategic vision, organisational culture and corporate image is presented The model is based on a gap analysis, which enables managers to assess the coherence of their corporate brand Use of the model is illustrated by examining the stages of development that British Airways passed through in the creation of its corporate brand The paper concludes that corporate brand management is a dynamic process that involves keeping up with continuous adjustments of vision, culture and image The model suggests an approach to corporate branding that is organisationally integrated and cross‐functional, hence the thesis that it is important to bring the (whole) corporation into corporate branding
808 citations
TL;DR: A model examines how strategic IT alignment can produce enhanced organizational strategies that yield competitive advantage and provides a framework of the alignment-performance relationship, and furnishes several new constructs.
Abstract: A critical decision problem for top management, and the focus of this study, is whether the CEO (chief executive officer) and CIO (chief information officer) should commit their time to formal planning with the expectation of producing an information technology (IT)-based competitive advantage. Using the perspective of the resource-based view, a model is presented that examines how strategic IT alignment can produce enhanced organizational strategies that yield competitive advantage. One hundred sixty-one CIOs provided data using a postal survey. Results supported seven of the eight hypotheses. They showed that information intensity is an important antecedent to strategic IT alignment, that strategic IT alignment is best explained by multiple constructs which operationalize both process and content measures, and that alignment between the IT plan and the business plan is significantly related to the use of IT for competitive advantage. Study results raise questions about the effect of CEO participation, which appears to be the weak link in the process, and also about the perception of the CIO on the importance of CEO involvement. The paper contributes to our understanding of how knowledge sharing in the alignment process contributes to the creation of superior organizational strategies, provides a framework of the alignment-performance relationship, and furnishes several new constructs.
TL;DR: In this paper, the authors examined the relationship between corporate diversification strategies and firm performance and suggested that these relationships are related to home country environments and found that the relationships were related to the home country environment.
Abstract: This study reexamines the relationships between corporate diversification strategies and firm performance and suggests that these relationships are related to home country environments. We examined...
TL;DR: In this paper, the 4I framework of organizational learning is used to examine the phenomenon of strategic renewal at Canada Post Corporation (CPC) and illustrates the underlying processes that form the tension between exploration and exploitation, demonstrating why strategic renewal is so challenging.
Abstract: This paper attempts to fill an important gap in the integration of strategy and organizational learning through empirical research that examines the process of strategic renewal using a comprehensive framework of organizational learning. The 4I framework of organizational learning is used to examine the phenomenon of strategic renewal at Canada Post Corporation (CPC). The study illustrates the underlying processes that form the tension between exploration and exploitation, demonstrating why strategic renewal is so challenging. Furthermore, it challenges assumptions about organizational learning, suggesting that we need to demystify organizational learning by removing the halo that surrounds it. Copyright © 2003 John Wiley & Sons, Ltd.
TL;DR: In this paper, the authors specify a baseline model with firm innovativeness, market orientation and top management risk taking as antecedents to new product development speed and corporate strategic planning.
TL;DR: In this article, a conceptual framework is developed showing the use of patent information in core areas of technology management, such as competitor monitoring, technology assessment, R&D portfolio management, identification and assessment of potential sources for the external generation of technological knowledge, especially by means of mergers and acquisitions, and human resource management.
TL;DR: In this article, an empirical investigation of the micro practices of strategy in three UK universities is presented, focusing specifically on the formal strategic practices involved in direction setting, resource allocation, and monitoring and control.
Abstract: This paper draws upon activity theory- to analyse an empirical investigation of the micro practices of strategy in three UK universities. Activity theory provides a framework of four interactive components from which strategy emerges; the collective structures of the organization, the primary actors, in this research conceptualized as the top management team (TMT), the practical activities in which they interact and the strategic practices through which interaction is conducted. Using this framework, the paper focuses specifically on the formal strategic practices involved in direction setting, resource allocation, and monitoring and control. These strategic practices arc associated with continuity of strategic activity in one case study but are involved in the reinterpretation and change of strategic activity in the other two cases. We model this finding into activity theory-based typologies of the cases that illustrate the way that practices either distribute shared interpretations or mediate between contested interpretations of strategic activity. The typologies explain the relationships between strategic practices and continuity and change of strategy as practice. The paper concludes by linking activity theory to wider change literatures to illustrate its potential as an integrative methodological framework for examining the subjective and emergent processes through which strategic activity is constructed. © Blackwell Publishing Ltd 2003.
TL;DR: This paper found that firms that certified early for ISO 14001 had considerable environmental legitimacy and a strong international presence, and that the commitment to corporate social responsibility and quality were not significantly different between certified and non-certified firms.
Abstract: There are two different, and somewhat competing, strategic explanations for why firms certify for ISO 14001. On the one hand, firms may seek to reinforce their present strategies thereby further enhancing their competitive advantage. On the other hand, firms may use ISO 14001 as a mechanism to reorient their strategies, so that a clear signal is sent about the firm's change in strategic positioning. This paper aims to identify the most likely explanation for early adopters of ISO 14001. Using a matched pair design, we test these alternative explanations on a sample of US firms that certified for ISO 14001 in the first two years after its introduction. In particular, we tested whether ISO 14001 was used to reinforce or reorient firm strategies in respect to the natural environment, corporate social responsibility, quality, and internationalization. We found that firms that certified early for ISO 14001 had considerable environmental legitimacy and a strong international presence. We also found that the firm's commitment to corporate social responsibility and quality were not significantly different between certified and non-certified firms. These findings suggest that early adopters of ISO 14001 leaned towards reinforcing rather than reorienting their firm strategy, which calls into question the ultimate reach of ISO 14001.
Posted Content•
01 Jan 2003
TL;DR: In this paper, the authors suggest a framework for analyzing strategic factor market inefficiencies and suggest that the discovery of strategic opportunity is often a matter of serendipity and access to relevant idiosyncratic resources.
Abstract: As emphasized by Barney (1986), any explanation of superior profitability must account for why the resources supporting such profitability could have been acquired for a price below their rent generating capacity. Building upon the literature in economics on coordination failures and incomplete markets, we suggest a framework for analyzing such strategic factor market inefficiencies. Our point of departure is that a strategic opportunity exists whenever prices fail to reflect the value of a resource's best use. This paper examines the challenges of imputing a resource's value in the absence of explicit price guidance and suggests the likely characteristics of strategic opportunities. Our framework also suggests that the discovery of strategic opportunity is often a matter of serendipity and access to relevant idiosyncratic resources. This latter observation provides prescriptive advice, although the analysis also explains why more detailed guidance has to be firm specific.
Book•
30 May 2003
TL;DR: The Management Framework for Performance Measurement (MFPM) as discussed by the authors is a framework for measuring performance in the context of budgeting and management, and it can be used to improve quality, productivity, and customer service.
Abstract: Tables, Figures, and Exhibits. Preface. The Author. Part 1: The Management Framework for Performance Measurement. 1. Introduction to Performance Measurement. 2. Developing Effective Performance Measurement Systems. Part 2: Methodological Elements of Performance Measurement. 3. Identifying Real Outcomes and Other Performance Measures. 4. Clarifying Program Goals and Objectives. 5. Defining Performance Indicators. 6. Analyzing Performance Data. 7. Reporting Performance Data. 8. Processing Performance Data. Part 3: Strategic Applications of Performance Measurement. 9. Using Performance Measures to Support Strategic Planning and Management. 10. Incorporating Performance Measures into the Budgeting Process. 11. Supporting Performance Management Systems. 12. Improving Quality, Productivity, and Customer Service. 13. Using Comparative Measures to Benchmark Performance. Part 4: The Process Side of Performance Measurement. 14. Implementing Effective Measurement Systems. References. Index.
TL;DR: Barrie Maguire's image of a woman stitching together the Irish landscape reflects the central question behind this Longer View: What will recent strategic spatial planning efforts in Europe give us? In the case of Northern Ireland, the quilt sewn from separate pieces of the landscape might represent that state's desire to establish cohesion while respecting diversity.
Abstract: Barrie Maguire's image of a woman stitching together the Irish landscape reflects the central question behind this Longer View: What will recent strategic spatial planning efforts in Europe give us? In the case of Northern Ireland, the quilt sewn from separate pieces of the landscape might represent that state's desire to establish cohesion while respecting diversity. Albrechts, Healy, and Kunzmann show that there and elsewhere, spatial planning efforts are stitching together new regional patterns for many parts of Europe. Maguire is a graduate of Notre Dame University and comes from a family of artists. He has worked as a creative director at Hallmark Cards, a book designer and illustrator, and a newspaper editorial illustrator. Since visiting Ireland in 1998, he has focused on painting. He lives in Pennsylvania, and more of his work can be seen on his family's Web site, http://www.maguiregallery.com. This article examines recent experiences in Europe in the preparation and use of strategic spat...
Journal Article•
TL;DR: In this article, the authors provide decision makers with 32 trends that affect distance learning and thus enable them to plan accordingly, including students and enrollment, faculty members, academics, technology, the economy, and distance learning.
Abstract: Recent issues in this journal and other prominent distancelearning journals have established the need for administrators to be informed and prepared with strategic plans equal to foreseeable challenges. This article provides decision makers with 32 trends that affect distance learning and thus enable them to plan accordingly. The trends are organized into categories as they pertain to students and enrollment, faculty members, academics, technology, the economy, and distance learning. All the trends were identified during an extensive review of current literature in the field Informed Planning Recent issues in this journal and other prominent distancelearning journals have established the need for administrators to be informed and prepared with strategic plans equal to foreseeable challenges. This article provides decision makers with 32 trends that affect distance learning and thus enable them to plan accordingly. The trends are organized into categories as they pertain to students and enrollment, faculty members, academics, technology, the economy, and distance learning. All the trends were identified during an extensive review of current literature in the field. In a recent issue of Distance Learning Administration, Beaudoin (2003) stressed the importance for institutional leaders “to be informed and enlightened enough to ask fundamental questions that could well influence their institution’s future viability” (p. 1). Example questions included “How many faculty will we be needed in ten years? Will the notion of classrooms survive? Is the present structure of the institution viable? Will teachers and students need to meet on campus anymore? [and] Can the
TL;DR: This is one of the first large scale efforts to measure institutional culture of safety and then design improvements in health care and the survey results suggest that strategic planning of patient safety needs enhancement.
Abstract: Background: Despite the emphasis on patient safety in health care, few organizations have evaluated the extent to which safety is a strategic priority or their culture supports patient safety. In response to the Institute of Medicine's report and to an organizational commitment to patient safety, we conducted a systematic assessment of safety at the Johns Hopkins Hospital (JHH) and, from this, developed a strategic plan to improve safety. The specific aims of this study were to evaluate the extent to which the culture supports patient safety at JHH and the extent to which safety is a strategic priority.
Methods: During July and August 2001 we implemented two surveys in disparate populations to assess patient safety. The Safety Climate Scale (SCS) was administered to a sample of physicians, nurses, pharmacists, and other ICU staff. SCS assesses perceptions of a strong and proactive organizational commitment to patient safety. The second survey instrument, called Strategies for Leadership (SLS), evaluated the extent to which safety was a strategic priority for the organization. This survey was administered to clinical and administrative leaders.
Results: We received 395 completed SCS surveys from 82% of the departments and 86% of the nursing units. Staff perceived that supervisors had a greater commitment to safety than senior leaders. Nurses had higher scores than physicians for perceptions of safety. Twenty three completed SLS surveys were received from 77% of the JHH Patient Safety Committee members and 50% of the JHH Management Committee members. Management Committee responses were more positive than Patient Safety Committee, indicating that management perceived safety efforts to be further developed. Strategic planning received the lowest scores from both committees.
Conclusions: We believe this is one of the first large scale efforts to measure institutional culture of safety and then design improvements in health care. The survey results suggest that strategic planning of patient safety needs enhancement. Several efforts to improve our culture of safety were initiated based on these results, which should lead to measurable improvements in patient safety.
Posted Content•
TL;DR: In this article, the authors draw on Niklas Luhmann's social systems theory, and in particular his concept of an "episode", to guide research into strategic practice and its relationship to the operating routines of an organization.
Abstract: In this paper we draw on Niklas Luhmann's social systems theory, and in particular his concept of an 'episode', to guide research into strategic practice and its relationship to the operating routines of an organization. Episodes, in Luhmann's theory, provide a mechanism by which a system can suspend its routine structures and so initiate a reflection on and change of these structures. Applying this theory to the organizational process of strategic change, we draw attention to the routine nature of strategic episodes and to their organizational role as the effective locus of strategic practice and the interaction between strategic and operating routines. We continue to develop a framework for the systematic analysis of different kinds of episode in terms of key aspects of their initiation, conduct and termination.
TL;DR: In this article, the authors develop the concept of market-focused strategic flexibility and propose an integrative model that explicates the mediating role of market focused strategic flexibility in marketing strategy frameworks with consideration for how turbulent macro environments modify the relationship.
Abstract: This article develops the concept of market-focused strategic flexibility It begins with a review of the historical perspectives of strategic flexibility To support the conceptualization, the authors offer a theoretical schema that considers market-focused strategic flexibility as conceptually rooted in capabilities theory, resource-based views of the firm, and options With the conceptualization in place, the authors propose an integrative model that explicates the mediating role of market-focused strategic flexibility in marketing strategy frameworks Propositions are developed relating market-driven and driving orientations to market-focused strategic flexibility with consideration for how turbulent macro environments modify the relationship In addition, the authors offer propositions regarding outcomes of market-focused strategic flexibility under conditions of macro environmental turbulence
TL;DR: A generic foresight process framework is outlined in this article, based on prior independent work by Mintzberg, Horton and Slaughter, which recognises several distinct phases, leading from the initial gathering of information, through to the production of outputs intended as input into the more familiar activities of strategy development and strategic planning.
Abstract: A generic foresight process framework is outlined, based on prior independent work by Mintzberg, Horton and Slaughter. The framework was developed as part of work carried out by the author during the introduction of foresight into the formal strategic planning of a public‐sector university in Australia. The framework recognises several distinct phases, leading from the initial gathering of information, through to the production of outputs intended as input into the more familiar activities of strategy development and strategic planning. The framework is also useful as a diagnostic tool for examining how foresight work and strategy are undertaken, as well as a design aid for customised foresight projects and processes. Some observations and reflections are made on lessons learned from a two‐and‐a‐half year engagement as an organisationally‐based foresight practitioner.
TL;DR: In this article, the authors focus on the management of strategic business networks and suggest a classification system for different types of strategic nets, identify key management issues that arise in operating in a network context, and consequently identify the basic capabilities required in managing different kinds of strategic networks.
Abstract: This conceptual article focuses on the management of strategic business networks. Networks are seen to offer firms collective benefits beyond those of a single firm or market transaction. We aim to contribute to the development of the emerging theory of network management by integrating notions from the Industrial Network Approach, strategic management, and the Dynamic Capabilities View. Our starting premise is that the characteristics of the task that organizations try to accomplish through forming a specific strategic net, influence the management of that net and thus the capabilities required. In other words, we expect different types of strategic nets to require different managerial skill sets or capabilities. On the basis of this premise, we suggest a classification system for different types of strategic nets, identify key management issues that arise in operating in a network context, and consequently identify the basic capabilities required in managing different types of strategic nets.
TL;DR: This article used in-depth critical incident interviews with the external leaders of self-managing work teams and their team members, and interviews and surveys provided by managers, to understand how effective leader behaviors and strategies unfold over time.
Abstract: We used in-depth critical incident interviews with the external leaders of self-managing work teams and their team members, and interviews and surveys provided by managers, to understand how effective leader behaviors and strategies unfold over time. Content analyses of the data produced a process model showing that effective external leaders move back and forth across boundaries to build relationships, scout necessary information, persuade their teams and outside constituents to support one another, and empower their teams to achieve success.
TL;DR: In this article, the authors examine the strengths and weaknesses of citizen involvement mandates and the degree to which these mandates and related local planning practices have resulted in broader citizen participation in plan making.
Abstract: In addition to requiring that local governments plan for and manage urban development, state growth management laws require that citizens be given an opportunity to participate in the local planning process. In this article, we examine the strengths and weaknesses of citizen involvement mandates and the degree to which mandates and related local planning practices have resulted in broader citizen participation in plan making. We show that mandates do indeed affect local government attention to citizen involvement and that the choices planners make in crafting citizen involvement programs do affect the resulting level of public participation. Based on these results, we make suggestions for improving the efficacy of state growth management legislation and local planning practice directed toward enhancing citizen involvement in local planning.
TL;DR: In this paper, an exploratory field study of practices at the interface between management accounting and marketing management affirm SMA's limited impact on practice in the UK, however, there are indications that a new subset of SMA developments may be emerging as accountants and marketers begin to measure the performance of brands.
TL;DR: In this paper, the authors examine the enablers and strategic blockages in pursuing mass customisation, via a mapping process, and reveal reasons why some firms remain unable to devise and implement manufacturing strategies.
Abstract: This paper is based on longitudinal case studies of research into strategy formulation within six plants from large firms – three in the car industry and three from the computer industry – that have embarked on mass customisation. The core theme of this paper is that, in spite of the increasing attention given to manufacturing strategy from the seminal work of Skinner through to the plethora of articles in recent times, little is mentioned about its application to paradigms of agility or mass customisation. As a consequence firms attempt to become agile and to pursue mass customisation without appreciating the contribution of plant‐specific manufacturing strategies that might enable them to achieve these aspirations. We examine the enablers and strategic blockages in pursuing mass customisation, via a mapping process, and reveal reasons why some firms remain unable to devise and implement manufacturing strategies.