Showing papers on "Strategic planning published in 2009"

Ecosystem Services in Decision Making: Time to Deliver

Abstract: Over the past decade, efforts to value and protect ecosystem services have been promoted by many as the last, best hope for making conservation mainstream - attractive and commonplace worldwide. In theory, if we can help individuals and institutions to recognize the value of nature, then this should greatly increase investments in conservation, while at the same time fostering human well-being. In practice, however, we have not yet developed the scientific basis, nor the policy and finance mechanisms, for incorporating natural capital into resource- and land-use decisions on a large scale. Here, we propose a conceptual framework and sketch out a strategic plan for delivering on the promise of ecosystem services, drawing on emerging examples from Hawai‘i. We describe key advances in the science and practice of accounting for natural capital in the decisions of individuals, communities, corporations, and governments.

Ecosystem services in decision making: time to deliver

Abstract: Over the past decade, efforts to value and protect ecosystem services have been promoted by many as the last, best hope for making conservation mainstream – attractive and commonplace worldwide. In theory, if we can help individuals and institutions to recognize the value of nature, then this should greatly increase investments in conservation, while at the same time fostering human well-being. In practice, however, we have not yet developed the scientific basis, nor the policy and finance mechanisms, for incorporating natural capital into resource- and land-use decisions on a large scale. Here, we propose a conceptual framework and sketch out a strategic plan for delivering on the promise of ecosystem services, drawing on emerging examples from Hawai‘i. We describe key advances in the science and practice of accounting for natural capital in the decisions of individuals, communities, corporations, and governments.

The Institution-Based View as a Third Leg for a Strategy Tripod.

Abstract: This article identifies the emergence of the institution-based view as a third leading perspective in strategic management (the first two being the industry-based and resource-based views). We (a) review the roots of the institution-based view, (b) articulate its two core propositions, and (c) outline how this view contributes to the four fundamental questions in strategy. Overall, we suggest that the institution-based view represents the third leg of a strategy tripod, overcomes the long-standing criticisms of the industry-based and resource-based views' lack of attention to contexts, and contributes significant new insights as part of the broader intellectual movement centered on new institutionalism.

Environmental Performance and Executive Compensation: An Integrated Agency-Institutional Perspective

Abstract: Relying on institutional theory, agency rationale, and environmental management research, we hypothesize that, in polluting industries, good environmental performance increases CEO pay; that enviro...

Origin of Alliance Portfolios: Entrepreneurs, Network Strategies, and Firm Performance

Abstract: Alliance portfolios are ubiquitous and influential for firm performance. Extant research addresses attributes of high-performing alliance portfolios but not how executives originate such portfolios...

Strategic Renewal of Organizations

Abstract: Strategic renewal, although critical for the sustained success of organizations, has received relatively little attention as distinct from the more general phenomenon of strategic change. Like all strategic issues, strategic renewal presents both opportunities and challenges for organizations. In this article, we first define the term “strategic renewal” and elaborate on important characteristics of this phenomenon. We also bring to bear evidence that suggests that strategic renewal has a critical impact not only on individual firms and industries but also on entire economies. We then provide an in-depth example of a company that has successfully renewed itself more than once, namely, IBM. Finally, we examine several different avenues for strategic renewal, involving both content and process, and identify common themes among them.

Translating scientific opportunity into public health impact: a strategic plan for research on mental illness.

Abstract: Context Research has transformed many areas of medicine, with profound effects on morbidity and mortality. Exciting advances in neuroscience and genomics have transformed research but have not yet been translated to public health impact in psychiatry. Current treatments are necessary but not sufficient for most patients. Objectives To improve outcomes we will need to (1) identify the neural circuitry of mental disorders, (2) detect the earliest manifestations of risk or illness even before cognition or behavior appear abnormal, (3) personalize care based on individual responses, and (4) implement broader use of effective psychosocial interventions. Results To address these objectives, NIMH, working with its many stakeholders, developed a strategic plan for research. The plan calls for research that will (1) define the pathophysiology of disorders from genes to behavior, (2) map the trajectory of illness to determine when, where, and how to intervene to preempt disability, (3) develop new interventions based on a personalized approach to the diverse needs and circumstances of people with mental illnesses, and (4) strengthen the public health impact of NIMH-supported research by focusing on dissemination science and disparities in care. Conclusions The NIMH is shifting its funding priorities to close the gap between basic biological knowledge and effective mental health care, paving the way for prevention, recovery, and cure.

Strategic Entrepreneurship: Exploring Different Perspectives of an Emerging Concept:

Abstract: Within the entrepreneurship and strategic management domains there has been a movement by scholars to combine certain aspects of both areas to create a new concept of strategic entrepreneurship. To date, however, there remains much to know about what constitutes this concept. This special issue is the result of a unique research conference in Germany where some of the world's most renowned scholars gathered to explore this concept in depth. The set of articles in this special issue examine different perspectives that relate to strategic entrepreneurship and we believe contribute to the growing body of knowledge on this concept by examining diverse scholarly topics. This introduction provides the overview of the perspectives contained in strategic entrepreneurship and argues for the importance of embracing diverse views at this stage rather than attempting to restrict the analysis of this emerging topic.

Enterprise architecture at work : modelling, communication and analysis

Abstract: Providing concrete instruments to improve architectural practice, this book presents an enterprise modelling language that captures the complexity of architectural domains and their relations for construction of integrated enterprise architecture models.

Understanding the relationship between entrepreneurial orientation and strategic learning capability: an empirical investigation

Abstract: This research explores the relationship between strategic learning capability—a firm's proficiency at generating, and then acting on, strategic knowledge—and entrepreneurial orientation (EO). While theory posits the inevitably of building strategic learning capability from behaving entrepreneurially, there is little empirical research to validate this proposition and even less understanding of how and why EO contributes to strategic learning capability. Empirical results from 110 manufacturing firms confirm the direct effect of EO on strategic learning capability, and support is found for three constructs—structural organicity, market responsiveness, and strategy formation mode—that fully mediate the EO-strategic learning capability relationship. Copyright © 2009 Strategic Management Society.

Delusion and Deception in Large Infrastructure Projects: Two Models for Explaining and Preventing Executive Disaster

Abstract: "Over budget, over time, over and over again" appears to be an appropriate slogan for large, complex infrastructure projects. This article explains why cost, benefits, and time forecasts for such projects are systematically over-optimistic in the planning phase. The underlying reasons for forecasting errors are grouped into three categories: delusions or honest mistakes; deceptions or strategic manipulation of information or processes; or bad luck. Delusion and deception have each been addressed in the management literature before, but here they are jointly considered for the first time. They are specifically applied to infrastructure problems in a manner that allows both academics and practitioners to understand and implement the suggested corrective procedures. The article provides a framework for analyzing the relative explanatory power of delusion and deception. It also suggests a simplified framework for analyzing the complex principal-agent relationships that are involved in the approval and construction of large infrastructure projects, which can be used to improve forecasts. Finally, the article illustrates reference class forecasting, an outside view de-biasing technique that has proven successful in overcoming both delusion and deception in private and public investment decisions.

Strategy tools as boundary objects

Abstract: The strategy literature has generated an array of strategy ‘tools’, such as core competences and scenario planning. While these are used extensively in strategy teaching and in strategic planning processes, we have few insights on how they are used in practice or of their consequences. Our thinking on tools is shaped by the growing strategy-as-practice perspective, which views strategy as a type of work that people do, not just a property of organizations (Whittington, 2003). Thus, we shift our attention to what actually happens when individuals use a strategy tool, rather than simply assuming their usage. So far, current research has only focused on the intended ‘textbook’ purposes of strategy tools. We argue that we need to know much more about how these tools are used and for what purposes. Focusing upon actual use will offer insights into users’ intentions and the implications of using tools for specific interactions. In particular, different users may employ the same tool not only in different ways but for different reasons. Practitioners may thus be less concerned about the ‘proper’ or ‘improper’ use of a strategy tool than with applying it in particular situations that appear to be appropriate. However, strategy tool use may also lead to unintended consequences. While the language implicit in a particular tool shapes its results, such as a report, the report’s content may not be understood by individuals who are unfamiliar with that specific language. Hence, the use of strategy tools may constrain effective communication across organizational boundaries. There is a literature on boundary objects, which examines how tools and artefacts span work boundaries within organizations (e.g. Bechky, 2003a, 2003b; Carlile, 2002, 2004; Henderson, 1991; Star and Greisemer, 1989), that has not been incorporated into the strategy literature. We aim to build from this literature in order to better understand how strategy tools enable or con strain interaction across intra-organizational boundaries. The boundary objects literature is relevant to strategic organization because it helps us to STRATEGIC ORGANIZATION Vol 7(2): 223–232 DOI: 10.1177/1476127009102674 Copyright ©2009 Sage Publications (Los Angeles, London, New Delhi, Singapore and Washington DC) http://so.sagepub.com

Drivers of Corporate Social Responsibility: the Role of Formal Strategic Planning and Firm Culture

Abstract: Scholars have paid considerable attention to studying the relationship between corporate social responsibility (CSR) and firm performance. Yet, little empirical research demonstrates what actually shapes or drives CSR. This paper builds a case that formal strategic planning is one such driver in that it creates awareness of and formulates responses to stakeholder demands for CSR. However, exploring single variable relationships is problematic, as other important endogenous factors need to be considered in explaining CSR. Specifically, firm culture is identified as influencing a firm’s orientation towards the responsible treatment of stakeholders. One such cultural factor, humanistic culture, is argued to have a positive effect on CSR. By studying a sample of heterogeneous firms in Australia, results demonstrate that a formal strategic planning effort is positively linked to CSR. Further, a humanistic culture positively impacts CSR, after accounting for a firm’s formal planning efforts.

On the Origins of Competitive Advantage: Strategic Factor Markets and Heterogeneous Resource Complementarity

Abstract: Strategic factor market theory suggests that, excluding luck, superior expectations are necessary for firms to appropriate gains from valuable resources. I argue that this is only true in the absence of heterogeneous resource complementarity. Extending factor market theory, I show that firms can profit when they exhibit superior complementarity to target resources, and I determine the components of appropriated value in such markets. I thus demonstrate the power and simplicity of coalitional analysis while shedding light on central issues in strategic management.

Designing a knowledge-based system for strategic planning: A balanced scorecard perspective

Abstract: First developed by Kaplan and Norton [Kaplan R. S., & Norton D. P. (1992). The balance scorecard - measures that drive performance. Harvard Business Review, 70(1), 71-79], balanced scorecard (BSC) provides an integrated view of overall organizational performance and strategic objectives. BSC integrates financial measures with other key performance indicators to create a perspective that incorporates both financial and non-financial aspects. BSC has proven a powerful tool for strategic planning and communicating strategy that assists in strategy implementation. Successful strategy implementation is based on effective strategic planning. Owing to the strategic planning being a virtual necessity in business, this work proposes an integrated approach for the balanced scorecard tool and knowledge-based system using the analytic hierarchy process (AHP) method, and then develops an intellectual BSC knowledge-based system for strategic planning that sets or selects firm management or operational strategies based on the following perspectives: learning and growth, internal/business process, customer, and financial performance. This system can help determine specific strategy weights. The intellectual BSC knowledge-based system facilities efficient automated strategic planning.

The Practice and Process of Delivering Integration through Strategic Planning

Abstract: This paper explains how strategic planning is able to deliver strategic integration within organizations. While communication and participation within planning processes are perceived to have an integrative effect, we argue that these effects are unlikely to arise simply from bringing people together. Rather, we suggest that, given the varying interests of actors in different business units, integration will only arise from active negotiations and compromises between these actors. The paper is based upon a case of strategic planning in a multinational that was attempting to develop greater strategic integration across Europe. Drawing upon an activity theory framework, we examine how a common strategy emerges over time through modifications to the planning process and to different actors' roles within it. The findings are used to develop a process model that shows how different business unit characteristics of planning experience and relative power shape different experiences of communication and participation activities and different processes for achieving integration. The paper concludes with a discussion of how this process model contributes to the literature on strategic planning, political processes of strategy-making, and strategy-as-practice.

The Strategic Dialogue on Tobacco Harm Reduction: a vision and blueprint for action in the US

Abstract: The issues related to tobacco harm reduction continue to challenge the tobacco control research and policy communities. The potential for combusting tobacco products to reduce exposure and risk remains largely unknown, but this has not stopped manufacturers from offering such products making these claims. The role of oral tobacco products in a harm reduction regimen has also been a source of dialogue and debate. Within the last few years, major cigarette manufacturing companies have begun selling smokeless products for the first time, claiming to target current cigarette smokers. Other cigarette manufacturers are also offering smokeless products in markets around the world. The harm reduction debate has at times been divisive. There has been no unifying set of principles or goals articulated to guide tobacco control efforts. In particular, the research needs are extraordinarily high in order to drive evidence-based policy in this area and avoid the mistakes made with "light" cigarettes. This paper discusses recommendations from a strategic dialogue held with key, mostly US-based tobacco control researchers and policy makers to develop a strategic vision and blueprint for research, policy and communications to reduce the harm from tobacco for the US. Short-term and long-term objectives are described.

Planning woody biomass logistics for energy production: A strategic decision model

Abstract: One of the key factors on which the sustainable development of modern society should be based is the possibility to take advantage of renewable energies. Biomass resources are one of the most common and widespread resources in the world. Their use to produce energy has many advantages, such as the reduction of greenhouse emissions. This paper describes a GIS-based Environmental Decision Support System (EDSS) to define planning and management strategies for the optimal logistics for energy production from woody biomass, such as forest biomass, agricultural scraps and industrial and urban untreated wood residues. The EDSS is characterized by three main levels: the GIS, the database, and the optimization. The optimization module is divided in three sub-modules to face different kinds of decision problems: strategic planning, tactical planning, and operational management. The aim of this article is to describe the strategic planning level in detail. The decision variables are represented by plant capacity and harvested biomass in a specific forest parcel for each slope class, while the objective function is the sum of the costs related to plant installation and maintenance, biomass transportation and collection, minus the benefits coming from the energy sales at the current market price, including the renewable energy certificates. Moreover, the optimization problem is structured through a set of parameters and equations that are able to encompass different energy conversion technologies (pyrolysis, gasification or combustion) in the system. A case study on the Liguria Region (Savona Province) is presented and results are discussed.

The role of strategic leadership in effective strategy implementation: Perceptions of South African strategic leaders

Abstract: A review of the literature reveals that strategy implementation is an important component of the strategic management process. Research indicates that the ability to implement a strategy is viewed as considerably more important than strategy formulation, and that strategy implementation, rather than strategy formulation, is the key to superior organisational performance. However, the high failure rate of strategy implementation efforts is well documented, and many barriers to effective strategy implementation exist. A lack of leadership, and specifically strategic leadership, at the top of the organisation has been identified as one of the major barriers to effective strategy implementation. In turn, strategic leadership is also viewed as a key driver to effective strategy implementation. In the light of the identified problem, the primary objective of this study was to investigate the perceived role of strategic leadership in strategy implementation in South African organisations. The conclusion is that strategic leadership positively contributes to effective strategy implementation in South African organisations.

Process research in strategy formation : theory, methodology, and relevance

Abstract: This paper develops a view of the strategy formation process, drawing on a review of contributions that are based on a process approach, and more specifically the work of Henry Mintzberg, Andrew Pettigrew and Andrew Van de Ven. This view is meant to provide a way to bridge the content–process gap in strategic management by addressing the aspects of process theory and process methodology. Structuration is found to provide a useful theoretical basis for strategy formation research. Process methodology is found to be about discovering valid generative mechanisms that explain regular patterns in event sequences. Strategy formation research can then be made relevant for management practice by providing insight with regard to generative mechanisms and associated process trajectories of continuity and change, to allow for judgements on the favourability of the course of the process as well as the necessity to intervene or to let the process run its course.

Internationalization Plans for Higher Education Institutions.

Abstract: Many studies have been conducted on the internationalization of higher education. Yet little is known about institutional plans for internationalization. This article presents the results of a stud...

Designing a resilient network of marine protected areas for Kimbe Bay, Papua New Guinea.

Abstract: The Nature Conservancy takes a strategic and systematic approach to conservation planning. Ecoregional assessments are used to set goals and identify geographical priorities, and Conservation Action Planning is used to develop strategic plans for conservation areas. This study demonstrates how these planning processes were applied at the seascape scale based on a case study of Kimbe Bay, Papua New Guinea. Conservation Action Planning was used to identify key threats and strategies, and systematic conservation planning (similar to that used for ecoregional assessments) was used to design a network of marine protected areas to be resilient to the threat of climate change. The design was based on an assessment of biodiversity and socio-economic values, and identified 14 Areas of Interest that meet specific conservation goals. A detailed community-based planning process is now underway with local communities that own and manage these areas to refine and implement the marine protected area network.

The analytic network process for partner selection criteria in strategic alliances

Abstract: As world economic activities intensify and trade barriers fall, the formation of viable strategic alliances in the high-tech industry gains importance and accelerate of necessity. However, the selection of a suitable partner for strategic alliance is not an easy decision, involving a host of complex considerations. This paper proposes an integrated approach of analytic network process (ANP) to consider both tangible and intangible factors and to optimize the paid off earn by company from strategic alliance. The data was collected from top management teams (TMT) of LCD industry to evaluate criteria and sub-criteria for strategic alliance process. Based on ANP results, this study used a hypothetical problem in selecting strategic partners to demonstrate the results. The main contribution of this paper is that the complex business problems for strategic alliance are conceptualizing to help business practitioners.