			Home About us Contact

Strategic Choices (strategic + choice)

Distribution by Scientific Domains

Business, Economics, Finance and Accounting	76%
Humanities and Social Sciences	20%

Distribution within Business, Economics, Finance and Accounting

Creativity & Innovation Management	21%
Industrial & Labor Relations	10%
8 Other Subdomains	38%

Selected Abstracts

Strategic Choice of Quantity Stickiness and Stackelberg Leadership

BULLETIN OF ECONOMIC RESEARCH, Issue 1 2001
Midori Hirokawa
This paper re-examines endogenous Stackelberg leader,follower relations by modelling an explicitly dynamic market. We analyze a twice-repeated duopoly where, in the beginning, each firm chooses either a quantity-sticky production mode or a quantity-flexible production mode. The size of the market becomes observable after the first period. In the second period, a firm can adjust its quantity if and only if it has adopted the flexible mode. Hence, if one firm chooses the sticky mode whilst the other chooses the flexible mode, then they respectively play the roles of a Stackelberg leader and a Stackelberg follower in the second marketing period. Somewhat intriguing is the finding that such a Stackelberg-like equilibrium can arise only when the relative weight of the pre-Stackelberg first marketing period is sufficiently high, with time preferences being sufficiently strong. [source]

Economic Constraints and Strategic Choices: The Case of the Frente Amplio of Uruguay's First Year in Office

BULLETIN OF LATIN AMERICAN RESEARCH, Issue 2 2008
FRANCISCO PANIZZA
The article analyses the economic constraints and strategic choices that shaped the economic policies of the Frente Amplio of Uruguay's first year in office. It argues that the economic strategy of the Frente Amplio's administration can be described as the adoption, completion and correction of the incomplete free market reforms enacted by previous right of centre administrations and that this strategy can be explained as the product of two interrelated factors: first, a pragmatic compromise between partially conflicting visions of economic development; and, second, a political strategy that has sought to consider the demands of the different socio-political constituencies which make up the coalition. [source]

Clustering: An Essential Step from Diverging to Converging

CREATIVITY AND INNOVATION MANAGEMENT, Issue 1 2007
Marc Tassoul
Within the context of new product development processes and the Creative Problem Solving (CPS) process, the authors have come to the view that clustering is to be seen as a separate step in the process of diverging and converging. Clustering is generally presented as part of the converging stages, and as such categorized as a selection technique, which in the authors' view does not do justice to this activity. It is about expanding knowledge, about connecting ideas, and connecting ideas to problem statements, functionalities, and values and consequences. It is about building a shared understanding, in other words about ,making sense', an essential creative activity in the development of concepts and, although different from a more freewheeling divergent phase, can be as creative and maybe even more so. Four kinds of clusterings are distinguished: object clustering, morphological clustering, functional clustering and gestalt clustering. Object clustering is mainly aimed at categorizing ideas into an overviewable set of groups of ideas. No special connections are being made, other then looking for similarities. Morphological clustering is used to split up a problem into subproblems after which the ideas generated are considered as subsolutions which can then be combined into concepts. Functional clustering is interesting when different approaches can be chosen to answer some question. It permits a more strategic choice to be made. Gestalt clustering is a more synthesis like approach, often with a more metaphoric and artistic stance. Collage is a good example of such clustering. General guidelines for clustering are: use a bottom-up process of emergence; postpone early rationalisations and verbalisations; start grouping ideas on the basis of feeling and intuition; and use metaphoric names to identify clusters. [source]

Post-privatisation industrial relations in the UK rail and electricity industries

INDUSTRIAL RELATIONS JOURNAL, Issue 2 2003
James Arrowsmith
Commercial firms in industries once under public ownership generally have well-organised trade unions with significant disruptive capacity, yet overt confict is often low despite major change. This paper examines the experience of two major rail and energy companies after privatisation. The results demonstrate the importance of sectoral characteristics, and the form of privatisation itself, in shaping industrial relations. The exercise of strategic choice at firm level also undermines any general industrial relations ,theory of privatisation'. [source]

Organizational failure: a critique of recent research and a proposed integrative framework

INTERNATIONAL JOURNAL OF MANAGEMENT REVIEWS, Issue 1 2004
Kamel Mellahi
There is a long-running debate in the business literature on the causes of organizational failure. On the one hand, classical industrial organization (IO) and organization ecology (OE) scholars have typically assumed a deterministic role of the environment and argued that managers are constrained by exogenous industrial and environmental constraints leaving them with little real strategic choice, and hence managers' role should be ignored. On the other hand, the organization studies (OS) and organizational psychology (OP) literature takes a more voluntaristic perspective and argues that managers are the principal decision makers of the firm and, consequently, their actions and perceptions are the fundamental cause of organizational failure. This paper addresses the major deficiencies observed in the diverse body of literature covering this field, suggests an integrative framework and identifies the specific theoretical and methodological challenges ahead for researchers seeking to advance knowledge in the field of organizational failure. [source]

Designing Police: Interpol and the Study of Change in International Organizations

INTERNATIONAL STUDIES QUARTERLY, Issue 4 2005
Michael Barnett
On those rare occasions when scholars of international organizations (IOs) consider the issue of change, they typically highlight the centrality of states. Although states are important for understanding when and why there is a change in the tasks, mandate, and design of IO, IOs themselves can initiate change. Drawing from sociological institutional and resource dependence approaches, in this article we treat IOs as strategic actors that can choose among a set of strategies in order to pursue their goals in response to changing environmental pressures and constraints that potentially threaten their relevance and resource base. We delineate six strategies,acquiescence, compromise, avoidance, defiance, manipulation, and strategic social construction, and suggest that the strategic choice by IOs is contingent on the level of both organizational insecurity and the congruence between the content of environmental pressures and organizational culture. We emphasize how IOs must make a trade-off between acquiring the resources necessary to survive and be secure, on the one hand, and maintaining autonomy, on the other. We apply this framework to the case of Interpol, investigating how different calculations of these trade-offs led Interpol staff to adopt different strategies depending on its willingness to accept, resist, or initiate changes that demand conformity to external pressures. [source]

Co-evolution in an Institutionalized Environment*

JOURNAL OF MANAGEMENT STUDIES, Issue 8 2003
Suzana Rodrigues
abstract This paper examines the extent to which co-evolution can take place within a heavily constrained environment and how changes in the degree of institutionalization are relevant to opportunities for exercising strategic choice at the level of the firm. It addresses these questions through a detailed case study of a major Brazilian telecommunications company, Telemig, covering its life span of 27 years from 1973 to 2000. The insights obtained advance the theory of co-evolution by incorporating a political dimension of how organizations are transformed into new forms. In the case studied, new forms arose with radical changes in the rules affecting competition and with de-institutionalization of the economic regime by coalitions of actors who were strategically located in networks that crossed system levels. Although the Telemig case presents circumstances different to those usually addressed by studies of co-evolution, it nevertheless points to the virtues of combining a strategic choice approach with one that focuses on the isomorphic effects of institutional constraints. [source]

Knowledge strategy: Its relationship to environmental dynamism and complexity in product development

KNOWLEDGE AND PROCESS MANAGEMENT: THE JOURNAL OF CORPORATE TRANSFORMATION, Issue 1 2010
Elena Revilla
Focusing on product development, this study extends the understanding of the environment-strategy framework and investigates the relative effect of two environmental variables, dynamism and complexity, on the product development knowledge strategy. Adopting a knowledge-based view, and assuming that the strategy's locus is knowledge creation (exploration) and knowledge application (exploitation), the study suggests that the development of a knowledge strategy is a managerial strategic choice that is related to the environment. The results of a survey on product development managers generally indicate that exploration and exploitation must be combined according to environmental factors by generating the alternative knowledge strategies of ambidexterity or punctuated equilibrium. Particularly, the study finds that in environments characterized by high levels of both dynamism and complexity product development efforts pursue and reinforce both explorative and exploitative activities through a knowledge strategy of ambidexterity. Though not perfectly supported, punctuated equilibrium seems to be a more plausible knowledge strategy in environmental contexts where either dynamism or complexity prevails. Copyright © 2010 John Wiley & Sons, Ltd. [source]

The Founder's Legacy: Hangover or Inheritance?

BRITISH JOURNAL OF MANAGEMENT, Issue 1 2001
E. Ogbonna
The legacy of organizational founders is a comparatively under-studied topic. Through two in-depth case studies, this article explores the factors which influence whether founding strategic visions, objectives or decisions influence present-day strategic choice. Furthermore, the study identifies and explores a number of factors which influence whether a strategic legacy is categorized as either an inheritance or a hangover. The article begins with an overview of existing research into the role of the founder, commitment and strategic inertia, which suggests that additional research is required to clarify the legacy of company founders. After a review of the research design and methodology adopted for the study, the findings of two case studies are presented. The findings suggest that the initial establishment of a strong organizational culture, continuing perceptions of success as well as successive family control all contribute to an adherence to the founding strategy, mission or objectives. In addition, the study indicates that the flexibility of the original strategy and environmental issues impact on the extent to which the strategic legacy is classified as an inheritance or a hangover. The article culminates in a series of conclusions and implications. [source]

Competing Rationales for Corporate Governance in France: Institutional Complementarities between Financial Markets and Innovation Systems

CORPORATE GOVERNANCE, Issue 2 2008
Soo H. Lee
ABSTRACT Manuscript Type: Conceptual Research Question/Issue: This paper identifies the causes and consequences of corporate governance reform with reference to the French case. By disaggregating institutional complementarities into global and domestic dimensions, we analyze the path of institutional change compelled by financial efficiency and cooperative innovation. Research Findings/Results: Our analysis of the French case shows that both converging and diverging forces of institutional change coexist, shaping selective responses to globalization. While the adoption of the shareholder model is necessary for resource acquirement from the global capital markets, resource allocation in the cooperative innovation systems reinforces the stakeholder model. The French case confirms the sustainability of distinctive institutional complementarities, albeit with selective adaptation based on a sense-making social compromise. Theoretical Implications: The French case reminds us of the importance of distinctive institutional traditions and dominant social rationalities to understand the underlying logic of governance reform. The comparative research on corporate governance needs to address not just the cross-country variations in institutional arrangements and practices, but also the clash of competing rationales for reform explicitly in comparative terms within a single country context. Practical Implications: For foreign investors, it is vital to understand the unique institutional environment of state-centred stakeholder economies if they are to negotiate the best terms of return and to avoid unnecessary conflicts. French managers are expected to devise strategic choices responding to the competing rationales of governance. Managerial sense-making is essential for achieving sound long-term performance, upon which the legitimacy and sustainability of the constellation of selective governance rests. [source]

Factors Associated with Creative Strategic Decisions

CREATIVITY AND INNOVATION MANAGEMENT, Issue 3 2008
Cameron M. Ford
The study and practice of business strategy is fundamentally based on employing creative solutions to differentiate a firm from its competitors. Theories used to describe the causes and consequences of strategic differentiation tend to focus on organization-level characteristics such as resources, capabilities and structures. However, less is known about day-to-day processes and practices whereby strategic managers develop create solutions necessary to establish strategic differentiation. This paper presents a preliminary field study of factors suggested by previous strategy process and micro-strategy research that may lead to, and result from, creative strategic decisions. Findings produced by a longitudinal field study of 52 strategic decisions reveal that creative strategic choices arise in response to managers' perceptions of uncertainty and competition. The findings also suggest that creativity may improve the ultimate effectiveness of strategic choices by 5,10 per cent. [source]

Sustainability and competitive advantage: Empirical evidence on the influence of strategic choices between environmental management approaches

ENVIRONMENTAL QUALITY MANAGEMENT, Issue 3 2005
Marcus Wagner
First page of article [source]

The institutional environment in the strategic decision of the emerging companies: the case of the Algerian sugar industry

JOURNAL OF MULTI CRITERIA DECISION ANALYSIS, Issue 5-6 2009
Mohamed Akli Achabou
Abstract During these last years, Algeria, like some other developing countries, is undergoing important institutional changes. The structural adjustment plan (1990s) and the association agreement signed with the European Union (2005) are some of the political tools that guide these profound changes that have considerable impacts on the strategic behaviour of local enterprises. Beyond these mutations at national level, important policy changes are observed at the international level, like the recent reform of the European sugar policy that constitutes a considerable shifter on the behaviour of enterprises operating in the Algerian sugar refining industry. The present research aims to measure the weight of the institutional criteria on the strategic decision of sugar refining companies in Algeria, by the combination of the Strengths, Weaknesses, Opportunities, and Threats analysis and the analytical hierarchy process. The ultimate purpose is to contribute to the analysis of interactions that exist between institutional changes induced by the globalization process and the strategic choices of local enterprises in an emergent economy. Copyright © 2010 John Wiley & Sons, Ltd. [source]

Elucidation and decisional risk in a multi-criteria decision based on a Choquet integral aggregation,a cybernetic framework

JOURNAL OF MULTI CRITERIA DECISION ANALYSIS, Issue 5-6 2005
J. Montmain
Abstract The authors are developing multi-criteria Decision-making support systems (DMSS) for project teams in charge of selecting a technical solution among alternatives. They propose a cybernetic framework to emphasize the link between decision-making (DM) and knowledge management processes in such projects. These DMSSs rely on the tracking of the accompanying knowledge production of long-term decisional processes by a collective with many actors. Based on knowledge-production management, this paper explains how to design decisional risk evaluation, monitoring and control aids and traceability functions for strategic choices and logical argumentation. The DMSS is seen as a recommender system for the project manager. Each possible solution involved in the decision-making process (DMP) is evaluated by means of a set of criteria. The evaluation results from an interpretation of the knowledge items in terms of satisfaction scores of the solutions according to the considered criteria. Aggregating these partial scores provides a ranking of all the possible solutions by order of preference. As criteria are sometimes interacting, the aggregation has to be based on adapted operators, i.e. Choquet integrals. Evaluating possible solutions by the knowledge contained in the knowledge base (KB) opens the way to automating the argumentation of the project team's decisions: the argumentation principle underlying this approach is based naturally on coupling a knowledge dynamical management system (KDMS) with the DMSS. The DMSS also evaluates the decisional risk that reflects the eventuality of a wrong selection due to the insufficiency of available knowledge at a given time in order to adopt a reliable solution. Decisional risk assessment corresponds to sensitivity analyses. These analyses are then exploited to control the decisional risk in time: they enable to identify the crucial information points for which additional and deeper investigations would be of great interest to improve the stability of the selection in the future. The knowledge management of a collective project is represented as a control loop: the KDMS is the actuator, the risk accompanying the decision is the controlled variable and is strongly linked to the entropy of the KB managed by the KDMS. Each of the three phases,intelligence, design, choice,of the DMP is identified to a function of the control loop: actuator, process and regulator. This cybernetic framework for decision has its origin in knowledge management activities for a great-scale project,the EtLD project of the French Atomic Commission (CEA) that concerns the management of high-level long-life radioactive waste in France. Copyright © 2007 John Wiley & Sons, Ltd. [source]

A new relative skill measure for games with chance elements

MANAGERIAL AND DECISION ECONOMICS, Issue 5 2004
Marcel Dreef
An interesting aspect of games is the relative extent to which a player can positively influence his results by making appropriate strategic choices. This question is closely related to the issue of how to distinguish between games of skill and games of chance. The distinction between these two types of games is definitely interesting from a juridical point of view. In this paper we present a modification of an existing measure of the skill level of a game, which has served as a juridical tool for the classification of games. The main difference is that this new definition does not automatically classify incomplete information games without chance moves as games of skill. Copyright © 2004 John Wiley & Sons, Ltd. [source]

Business portfolio restructuring, prior diversification posture and investor reactions

MANAGERIAL AND DECISION ECONOMICS, Issue 8 2003
Robin T. Byerly
This study examined firm performance in market reaction to two types of business portfolio restructuring announcements: refocusing and repositioning. We predicted that market performance effects for these two types of strategic restructurers would be moderated by prior diversification posture. The theory behind these expectations was built on a general premise that restructuring strategy would be more favorably viewed by the market as performance enhancing when it offered greater potential for organizational transformation. Results showed strong support for our conclusion that prior diversification posture poses a significant contingency factor in restructuring firms' strategic choices. Further, the market tended to respond more favorably with this sample to repositioning restructuring choices. Copyright © 2003 John Wiley & Sons, Ltd. [source]

A contingency approach to nonprofit governance

NONPROFIT MANAGEMENT & LEADERSHIP, Issue 1 2009
Patricia Bradshaw
A number of contingency factors may be relevant for effective nonprofit organizations and their boards. Although all boards must fulfill certain critical roles and responsibilities, strategic choices can be made about adopting different governance configurations or patterns. These choices can be meaningfully informed by understanding organizational contingencies such as age, size, structure, and strategy,and, even more important, by external contingencies and environmental dimensions such as degree of stability and complexity. This article extends or layers contingency thinking beyond its traditional focus on an alignment between the external environment and the organization's structure to focus as well on the alignment of the organization's governance configuration with its structure and environment. Structural contingency theory in general, and specifically within nonprofits, is reviewed. Two cases are presented of organizations that used an approach based on contingency theory in an action research process to examine and change their governance configurations. The steps they followed may help other nonprofits adapt their governance structures and practices and fulfill their responsibilities for board assessment and reflection. [source]

Policy Theory, Policy Theory Everywhere: Ravings of a Deranged Policy Scholar

POLICY STUDIES JOURNAL, Issue 1 2009
Kenneth J. Meier
The field of policy theory abounds with numerous theories, with each theory having a set of practitioners that are working independently of the others. Resolving conflicts among policy theories as a result is difficult. This essay has a more modest goal of posing some questions and suggesting some avenues for future research. Key points include defining the purpose of policy theory, incorporating management into our theories, making strategic choices about areas of study, addressing the parsimony-comprehensiveness tradeoff, and providing a more nuanced role for institutions. [source]

Pathways of Change: Organizations in Transition

PUBLIC ADMINISTRATION, Issue 1 2006
Ljiljana Erakovic
This article discusses and illustrates organizational changes as initiated by ownership transition. It develops and elaborates three different pathways that organizations might follow through the process of transformation from government departments to state-owned enterprises, and then to privately-owned companies: the incremental, radical and reductive pathways. The research reported here is based on 11 case studies of New Zealand privatized companies. The pathway approach develops and extends existing models of transitional organizational trajectories, emphasizing the importance of antecedent conditions of organizational development, current environmental patterns and the strategic choices of the government and new owners. [source]

The challenge of public sector reform in EC accession countries: reflections from the Baltics, especially Latvia

PUBLIC ADMINISTRATION & DEVELOPMENT, Issue 4 2004
Colin Jacobs
This article considers some of the key issues in reforming the public sector in Central and Eastern Europe (CEE). Drawing on the experience of donor funded projects, some conclusions are drawn about the process of public sector reform with particular reference to Latvia. In particular, it is argued that the process will take time but strategic choices need to be made in the absence of obvious demands from within the country. Several constraints are noted which together constitute formidable barriers to progress. However, the results of work to date provide some optimism for pilot approaches to strategic budgeting in reformist ministries. A simple checklist is used as a yardstick for progress in the main areas of public administration reform. Copyright © 2004 John Wiley & Sons, Ltd. [source]

Success in Global New Product Development: Impact of Strategy and the Behavioral Environment of the Firm

THE JOURNAL OF PRODUCT INNOVATION MANAGEMENT, Issue 2 2010
Ulrike De Brentani
Product innovation and the trend toward globalization are two important dimensions driving business today, and a firm's global new product development (NPD) strategy is a primary determinant of performance. Succeeding in this competitive and complex market arena calls for corporate resources and strategies by which firms can effectively tackle the challenges and opportunities associated with international NPD. Based on the resource-based view (RBV) and the entrepreneurial strategic posture (ESP) literature, the present study develops and tests a model that emphasizes the resources of the firm as primary determinants of competitive advantage and, thus, of superior performance through the strategic initiatives that these enable. In the study, global NPD programs are assessed in terms of three dimensions: (1) the organizational resources or behavioral environment of the firm relevant for international NPD,specifically, the global innovation culture of the firm and senior management involvement in the global NPD effort; (2) the global NPD strategies (i.e., global presence strategy and global product harmonization strategy) chosen for expanding and exploiting opportunities in international markets; and (3) global NPD program performance in terms of shorter- and longer-term outcome measures. These are modeled in antecedent terms, where the impact of the resources on performance is mediated by the NPD strategy of the firm. Based on data from 432 corporate global new product programs (North America and Europe, business-to-business, services and goods), a structural model testing for the hypothesized mediation effects was substantially supported. Specifically, having an organizational posture that, at once, values innovation plus globalization, as well as a senior management that is active in and supports the international NPD effort leads to strategic choices that are focused on making the firm truly global in terms of both market coverage and product offering. Further, the two strategies,global presence and global product harmonization,were found to be significant mediators of the firm's behavioral environment in terms of impact on performance of global NPD programs. [source]

Politics of Trade in the USA and in the Obama Administration: Implications for Asian Regionalism

ASIAN ECONOMIC POLICY REVIEW, Issue 2 2009
Claude BARFIELD
F12; F13; F5; H7 Over the next four years, the Obama administration will face a series of strategic choices in forging policies to respond to a growing momentum for advances in Asian regional structures. Though faced with domestic political challenges; not least from within his own Democratic party , President Obama and his advisers will need to set a course for the reassertion of US leadership in constructing a trans-Pacific vision, through new US-based free trade agreements, signing on to existing agreements such as the P-4 (Singapore, New Zealand, Brunei, the Philippines), or consolidating existing free trade agreements among Asia Pacific Economic Cooperation (APEC) nations. In pursuing this vision, the US should take advantage of the fact that the next three APEC leaders meetings are in Singapore (2009), Japan (2010), and the USA (2011); a sequence ripe for synergistic teamwork. [source]

Contested Resources: Unions, Employers, and the Adoption of New Work Practices in US and UK Telecommunications

BRITISH JOURNAL OF INDUSTRIAL RELATIONS, Issue 3 2007
Matias Ramirez
The pattern of adoption of high-performance work practices has been explained in terms of strategic contingency and in terms of union presence. We compare the post-deregulation/privatization changes in work practice at AT&T, Bell Atlantic and British Telecom. On the basis of these cases, we argue that the choice of new work practices should be understood as a consequence not only of the company's resources or changes in its environment, nor of a simple union presence, but also as a consequence of the practices' effects on union power, the nature of the union's engagement, and the union's strategic choices. [source]