Showing papers on "Strategic planning published in 2004"

Strategic Management: Concepts and Cases

Abstract: Buku ini memuat informasi yang berkaitan dengan manajemen perencanaan dan manajemen strategi

What to do when Stakeholders matter: Stakeholder Identification and Analysis Techniques

Abstract: This article focuses specifically on how and why managers might go about using stakeholder identification and analysis techniques in order to help their organizations meet their mandates, fulfill their missions and create public value. A range of stakeholder identification and analysis techniques is reviewed. The techniques cover: organizing participation; creating ideas for strategic interventions, including problem formulation and solution search; building a winning coalition around proposal development, review and adoption; and implementing, monitoring and evaluating strategic interventions. The article argues that wise use of stakeholder analyses can help frame issues that are solvable in ways that are technically feasible and politically acceptable and that advance the common good. The article concludes with a number of recommendations for management research, education and practice.

Information Processing, Knowledge Development, and Strategic Supply Chain Performance

Abstract: Little is known about why some supply chains perform well while others do not. Drawing on the knowledge-based view of the firm and theory from the information processing and organizational learning...

The Complex Resource-Based View: Implications for Theory and Practice in Strategic Human Resource Management

Abstract: I consider the implications for research and practice in strategic human resource management (SHRM) of a complex, living-systems extension of the resource-based view (RBV). I do so by demonstrating that concepts from complexity align well with the RBV, and I extend the RBV by considering critical but difficult aspects commonly identified in the RBV strategy literature. An integrated framework for SHRM is presented, allowing an application of complexity principles at the appropriate level of abstraction in the HR system.

Using and validating the strategic alignment model

Abstract: The literature suggests that firms cannot be competitive if their business and information technology strategies are not aligned. Yet achieving strategic alignment continues to be a major concern for business executives. A number of alignment models have been offered in the literature, primary among them the strategic alignment model (SAM). However, there is little published research that attempts to validate SAM or describe its use in practice. This paper reports on the use of SAM in a financial services firm. Data from completed projects are applied to the model to determine whether SAM is useful as a management tool to create, assess and sustain strategic alignment between information technology and the business. The paper demonstrates that SAM has conceptual and practical value. The paper also proposes a practical framework that allows management, particularly technology management, to determine current alignment levels and to monitor and change future alignment as required. Through the use of this framework, alignment is more likely to be achieved in practice.

Strategic (Spatial) Planning Reexamined

Abstract: In the 1990s a strategic approach to the organization of space at different levels of scale became more prevalent. Increasingly, it is being assumed that the solutions to complex problems depend on the ability to combine the creation of strategic visions with short-term actions. The creation of strategic visions implies the design of shared futures, and the development and promotion of common assets. Moreover, all of this requires accountability within a time and budgetary framework and the creation of awareness for the systems of power. Delivering on these new demands implies the development of an adapted strategic planning capacity and a shift in planning style in which the stakeholders are becoming more actively involved in the planning process on the basis of a joint definition of the action situation and of the sharing of interests, aims, and relevant knowledge. In this paper I aim to provide building blocks for such an ‘alternative’ strategic (spatial) planning approach. It is based on two different...

The Modern Firm: Organizational Design for Performance and Growth

Abstract: Preface 1. Strategy and Organization 2. Key Concepts for Organizational Design 3. The Nature and Purpose of the Firm 4. Motivation in the Modern Firm 5. Organizing for Performance 6. Organizing for Growth and Innovation 7. Creating the Modern Firm: Management and Leadership Challenges

A review and analysis of supply chain operations reference (SCOR) model

Abstract: Research on supply chain management can be broadly classified into three categories, namely, operational, design, and strategic. While many analytical and numerical models have been proposed to handle operational and design issues, formal models for strategic planning are scarce. The supply chain operations reference (SCOR) model, developed by the Supply Chain Council, is a strategic planning tool that allows senior managers to simplify the complexity of supply chain management. It is firmly rooted in industrial practices and is poised to become an industrial standard that enables next‐generation supply chain management. This paper gives a brief introduction to the SCOR model, analyzes its strength and weakness, and discusses how it can be used to assist managers for strategic decision making.

Strategic flexibility:Organizational preparedness to reverse ineffective strategic decisions

Abstract: Executive Overview In a highly uncertain and changing environment, managers need to have the strategic flexibility to respond to problems speedily. Strategic flexibility is the organization's capability to identify major changes in the external environment, quickly commit resources to new courses of action in response to those changes, and recognize and act promptly when it is time to halt or reverse existing resource commitments. This strategic flexibility requires managers to find the right balance between committing the resources necessary to carry out a decision and avoiding investment of good money in bad projects. This article seeks to help managers understand the importance of and difficulties in developing strategic flexibility. The challenge in doing this results from the substantial uncertainties inherent in making these strategic decisions as well as from psychological and organizational biases that affect the attention, assessments, and actions of decision-makers in ways that prevent them from...

Advanced freight transportation systems for congested urban areas

Abstract: Urban freight transportation constitutes both an extremely important and a rather disturbing activity. Increasingly, one observes efforts to measure and control freight movements within city centers. We introduce a possible organizational and technological framework for the integrated management of urban freight transportation and identify important associated planning and operation issues and models. We then describe a formulation for one of these problems, the design of the proposed logistical structure, and discuss algorithmic and implementation issues. Our model city and challenge is Rome.

Competing with dual business models: A contingency approach

Abstract: Executive Overview How can a company adopt two different business models in the same market? This question has become particularly pressing for an increasing number of established companies that have recently come under attack from “strategic innovators”—companies that attack the established players by using radically different business models. The success of these attackers in gaining market share has created a big dilemma for established companies. On the one hand, by embracing the new business models that the innovators have introduced in their markets, established companies can potentially take advantage of a great growth opportunity. On the other hand, because the new business models often conflict with the established ones, companies that try to compete by adopting both of them risk mismanaging both and destroying value. How, then, can established companies embrace the new business models without diluting and destroying their existing models? Our research explores this question and offers a continge...

Strategy : process, content, context - an international perspective

Abstract: This is the highly anticipated new edition of the market-leading introduction to strategic management from Bob de Wit (Maastricht School of Management) and Ron Meyer (TiasNimbas Business School). Widely acclaimed for its ability to foster creative, non-prescriptive and global strategic thinking amongst students, "Strategy, 4e" builds on the major international success of the prior edition. Developed from wide-ranging market feedback, all of the short and long cases have been replaced or wholly updated with dozens of new cases crafted by the authors and several international contributors. From Google to KPMG, ING Direct to the Metropolitan Opera, the text now features an unparalleled range of organizations with rich settings for students to develop key strategy skills and understanding. New readings, including coverage of hot topics like Blue Ocean Strategy, ensure the theory remains cutting-edge, while a boosted set of lecturer resources makes this the complete package for 21st century strategy courses.

A science-based framework for responsible gambling: the Reno model.

Abstract: As social observers increasingly identify gambling-related problems as a public health issue, key stakeholders need to join together to reduce both the incidence and prevalence of gambling-related harm in the community. This position paper describes a strategic framework that sets out principles to guide industry operators, health service and other welfare providers, interested community groups, consumers and governments and their related agencies in the adoption and implementation of responsible gambling and harm minimization initiatives.

Performance Measurement in Construction

Abstract: Performance measurement has been subject to a considerable amount of research and attention over the past 15 years. The inadequacy of traditional financially based performance measurement systems and the introduction of nonfinancial measures have been the triggers for much of this research. The purpose of this paper is to review the main performance measurement frameworks and their application by U.K. construction firms and to identify gaps in knowledge and practice that suggest future research. The contemporary performance measurement frameworks are reviewed, including the Balanced Scorecard and the European Foundation for Quality Management Excellence Model. The status of performance in the U.K. construction industry is discussed, in addition to project/operational-level performance measurement and the linkage between performance measurement and strategic management. Gaps in knowledge and practice are overviewed both in general and for the construction industry in specific, thus suggesting future research.

Life Cycle Assessment for Sustainable Metropolitan Water Systems Planning

Abstract: Life Cycle Assessment (LCA) is useful as an information tool for the examination of alternative future scenarios for strategic planning. Developing a life cycle assessment for a large water and wastewater system involves making methodological decisions about the level of detail which is retained through different stages of the process. In this article we discuss a methodology tailored to strategic planning needs which retains a high degree of model segmentation in order to enhance modeling of a large, complex system. This is illustrated by a case study of Sydney Water, which is Australia's largest water service provider. A prospective LCA was carried out to examine the potential environmental impacts of Sydney Water's total operations in the year 2021. To our knowledge this is the first study to create an LCA model of an integrated water and wastewater system with this degree of complexity. A "base case" system model was constructed to represent current operating assets as augmented and upgraded to 2021. The base case results provided a basis for the comparison of alternative future scenarios and for conclusions to be drawn regarding potential environmental improvements. The scenarios can be roughly classified in two categories: (1) options which improve the environmental performance across all impact categories and (2) options which improve one indicator and worsen others. Overall environmental improvements are achieved in all categories by the scenarios examining increased demand management, energy efficiency, energy generation, and additional energy recovery from biosolids. The scenarios which examined desalination of seawater and the upgrades of major coastal sewage treatment plants to secondary and tertiary treatment produced an improvement in one environmental indicator but deteriorations in all the other impact categories, indicating the environmental tradeoffs within the system. The desalination scenario produced a significant increase in greenhouse gas emissions due to coal-fired electricity generation for a small increase in water supply. Assessment of a greenfield scenario incorporating water demand management, on-site treatment, local irrigation, and centralized biosolids treatment indicates significant environmental improvements are possible relative to the assessment of a conventional system of corresponding scale.

Strategic Decision Comprehensiveness and New Product Development Outcomes in New Technology Ventures

Abstract: With a sample of new technology ventures in China, we investigated the contingent effect of strategic decision comprehensiveness on new product performance and product quality. The relationship between strategic decision comprehensiveness and new product performance was negatively moderated by technology uncertainty but positively moderated by demand uncertainty. The effect of decision comprehensiveness on new product quality was positively moderated by demand uncertainty but unaffected by technology uncertainty. The comprehensiveness-performance link emerges as more complex than previous research has shown. A key distinguishing characteristic of the strategic management discipline is the emphasis it places on firms’ competitive environments. Firms are viewed as information-processing or interpretation systems that scan and collect data from their environments, interpret the data, and then learn by acting upon the interpretation (Daft & Weick, 1984). This notion is central to the contingency perspective that underlies information processing theory. According to the contingency perspective, the fit between the information-processing requirements facing a firm and the information-processing capac

Manufacturing practices, strategic fit and performance: A routine‐based view

Abstract: This article challenges and advances the extant manufacturing practice‐performance research in three ways. First and most fundamentally, the article offers a sound theoretical foundation for the proposition that manufacturing practices have competitive value. Second, typical studies do not pay enough attention to the multidimensional nature of performance and often collapse strategic position (performance) into a one‐dimensional index. The article will show that this does not do justice to the multidimensional nature of operational performance. Third, extant research, aside from a few exceptions, pays little attention to the strategic contingencies involved in adopting and implementing specific practices. The overarching goal of this article is to move us toward better‐informed empirical inquiry of the strategic contingency argument in operations strategy research. The article builds a theoretical argument of manufacturing practices, strategic contingency and performance and tests it in a sample of 164 manufacturing plants using a series of regression analyses. Results show that both the best practice and strategic contingency arguments have merit in explaining operational performance; however, the contingency argument has stronger support.

Partner substitutability, alliance network structure and firm profitability in the telecommunications industry

Abstract: This paper explores the effects of partner substitutability and alliance network structure on organizational profitability. Although firms are expected to benefit from the exclusive resources broug...

Strategic Responses to New Technologies and Their Impact on Firm Performance

Abstract: Modern corporations must adopt and assimilate new technologies to build and sustain competitive advantage. The authors develop a theoretical framework to understand the relationships among (1) strategic responses to new technologies, (2) organizational resources, and (3) firm performance. Specifically, they theorize that a strategic response can be categorized according to the dimensions of magnitude, domain, and speed, and they conceptualize organizational resources as tangible and intangible. The authors operationalize this framework for the adoption of the Internet by traditional store-based retailers, for which they posit strategic responses as the speed of (1) adopting the Internet as a communications channel, (2) adopting the Internet as a sales channel, and (3) forming e-alliances. In addition, they use resource slack to represent organizational resources. Results from nine years (1992–2000) of data on 106 firms establish the influence of strategic responses on firm performance (i.e., mark...

CRM done right.

Abstract: Disappointed by the high costs and elusive benefits, early adopters of customer relationship management systems came, in the post dot-com era, to view the technology as just another overhyped IT investment whose initial promise would never be fulfilled. But this year, something unexpected is happening. System sales are rising, and executives are reporting satisfaction with their CRM investments. What's changed? A wide range of companies are successfully taking a pragmatic, disciplined approach to CRM. Rather than use it to transform entire businesses, they've directed their investments toward solving clearly defined problems within their customer relationship cycle. The authors have distilled the experiences of these CRM leaders into four questions that all companies should ask themselves as they launch their own CRM initiatives: Is the problem strategic? Is the system focused on the pain point? Do we need perfect data? What's the right way to expand an initial implementation? The questions reflect a new realism about when and how to deploy CRM to best advantage. Understanding that highly accurate and timely data are not required everywhere in their businesses, CRM leaders have tailored their real-time initiatives to those customer relationships that can be significantly enhanced by "perfect" information. Once they've succeeded with their first targeted CRM project, they can use it as a springboard for solving additional problems. CRM, in other words, is coming to resemble any other valuable management tool, and the keys to successful implementation are also becoming familiar: strong executive and business-unit leadership, careful strategic planning, clear performance measures, and a coordinated program that combines organizational and process changes with the application of new technology.

Sustainability in tertiary curricula: what is stopping it happening?

Abstract: The concepts of environmental education and education for sustainability have been acknowledged by many tertiary institutions for over a decade. An appreciable number of institutions have signed agreements to educate students in all disciplines about sustainability. Although several Australian institutions of higher education have signed the Talloire Declaration, a recent survey finds little indication that their curricula have been changed to include sustainability education. Despite the apparent widespread support for the concept of student education in sustainability, there is little implementation. The experience of Royal Melbourne Institute of Technology (RMIT) University suggests that those concerned about education and environment/sustainability need more than conviction and vision. A strategic approach – based on change management and supported by staff development – is needed to implement these sorts of changes. Rather than attempting to outline a grand plan or model for implementation, this paper identifies key issues and looks into the current experience associated with implementation approaches.

Strategic Planning as an Integrative Device

Abstract: While alleviating the adverse effects of employees’ pursuit of their subgroups’ goals over organizational goals is important, finding ways to avoid them may be even more important. In this paper, we investigate whether strategic planning can be used to reduce organizational members’ position bias, or the extent to which they direct their attention toward the immediate goals and priorities attached to their position. We examine the hypothesis that involving employees in the strategic planning process and communicating the agreed-upon priorities to them afterwards enhance goal convergence by attenuating position bias. We examine these questions in a sample of 164 manufacturing plants from five countries and three industries, where we asked middle-level managers to assess the importance of various organizational goals. We find that participation and communication function as complements to jointly reduce managerial position bias.

Integrating Decentralized Strategy Making and Strategic Planning Processes in Dynamic Environments

Abstract: Decentralized post-bureaucratic organizations are deemed to display superior performance in dynamic environments, but recent evidence indicates that centralized integrative cross-functional processes may be equally critical. Accordingly, this paper hypothesizes that organizational performance can be ascribed to the simultaneous emphasis on decentralized strategy making and strategic planning processes. This is investigated in a study of 185 manufacturing organizations operating in diverse industries spanning food processing and computer products. The study shows that both decentralized decision structure and planning activities are associated with higher performance in dynamic environments. These findings confirm that effective organizations engage in more complex strategy formation processes that complement the decentralized post-bureaucratic form with formal mechanisms of rational analyses and operational integration. The paper highlights a need to extend our understanding of the duality between decentralization and planning.

Strategic Planning as an Integrative Device

Abstract: While alleviating the adverse effects of employees' pursuit of their subgroups' goals over organizational goals is important, finding ways to avoid them may be even more important. In this paper, w...