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Strategic Management (strategic + management)
Terms modified by Strategic Management Selected AbstractsCorporate Social Responsibility and Strategic ManagementJOURNAL OF MANAGEMENT STUDIES, Issue 7 2006Jose I. Galan First page of article [source] Strategic management of the Tokyo taxi cab industry: an exploratory studyKNOWLEDGE AND PROCESS MANAGEMENT: THE JOURNAL OF CORPORATE TRANSFORMATION, Issue 1 2007Walter Skok Taxicabs are an indispensable means of transportation in Tokyo, as they provide a 24/7 door-to-door service for a daily average of 1.3 million people. In 2002, legislation was introduced to abolish restrictions on the number of taxicabs on the road. This relaxation of regulation, together with the corresponding recession, raised new issues such as increasing cab numbers and reducing drivers' wages. The wide variety of stakeholders involved within the taxicab industry have conflicting positions, resulting in little agreement on the possible way forward. An exploratory study was therefore undertaken in order to investigate the management of Tokyo's taxicab operations in order to formulate strategies for improving the service. Two related papers report on the study. This paper starts by providing an understanding of the current situation, examining the roles of the major stakeholders and outlining day-to-day operations. Academic frameworks, for example PEST, Critical Success Factors and the Cultural Web, from the strategic management literature, are used to identify the structure of the industry and analyse the environment in which it operates. The results found that Tokyo's taxicab industry is highly efficient operationally, due to the high standard of customer service, effective driver's learning scheme and active use of IT. However, a paradoxical situation has been identified where the demand for cabs has decreased even though the available vehicles have increased. Finally, a uniform method to measure the level of taxicab service is recommended. Copyright © 2007 John Wiley & Sons, Ltd. [source] Strategic management of intangible assets and value drivers in R&D organizationsR & D MANAGEMENT, Issue 2 2005Stephen Pike This paper takes a resource-based view of the R&D process. Based on the literature, we forward a theory that allows us to predict the dynamic interaction and transformation of five key resources, namely human, relational, organizational, monetary, and physical. Utilizing visualization tools allows us to test this theory on various levels in order to draw insights from the data. The output of the analysis improves the strategic understanding of an organization. In particular, it improves the understanding of how intangible resources drive the value creation in an R&D organization. Further analysis of the data allows us to identify resources that are either under utilized or over utilized, which might indicate inefficiencies in the organizational performance. [source] An Analysis of Independent Power Projects in Africa: Understanding Development and Investment OutcomesDEVELOPMENT POLICY REVIEW, Issue 3 2008Katharine Nawaal Gratwick This study analyses the outcomes of African independent power projects (IPPs). Nearly 40 such projects have taken root to date, concentrated mainly in 8 countries. More balanced outcomes are perceived in North Africa than across sub-Saharan Africa (SSA), for reasons linked to more attractive investment environments, more robust policy frameworks, fewer planning mishaps, abundant low-cost fuel and secure fuel contracts as well as credit enhancements such as sovereign guarantees. With few exceptions, these elements were absent in SSA, where the role of development finance institutions and the strategic management of projects seem more important. [source] Strategic orientation and performance of internet-based businessesINFORMATION SYSTEMS JOURNAL, Issue 1 2004Varun Grover Abstract., Many of the pure internet-based businesses that proliferated over the past 5 years have encountered serious problems as their lofty valuations have plunged. Industry observers have attributed this phenomenon to a variety of factors, generally framed in terms of poor conceptualization or implementation of the ,business model'. This study explores an often-used concept in strategic management called ,strategic orientation' and applies it to internet-based businesses. Based on an analysis of over 100 public businesses, firms that cluster together with similar strategic orientation are observed. These strategic groups are then analysed for performance differences. The results are discussed with the intent of learning from the dot-burn effects as we evolve to the next generation of internet-based business. [source] What are dynamic capabilities and are they a useful construct in strategic management?INTERNATIONAL JOURNAL OF MANAGEMENT REVIEWS, Issue 1 2009Véronique Ambrosini The dynamic capability perspective extends the resource-based view argument by addressing how valuable, rare, difficult to imitate and imperfectly substitutable resources can be created and how the current stock of valuable resources can be refreshed in changing environments. The concept of dynamic capabilities emerged in the 1990s, and the field has advanced considerably since. This paper presents a review as well as a synthesis of the extant literature. This synthesis first highlights, that dynamic capabilities are shaped by enabling and inhibiting variables within and outside the firm, including the perceptions and motivations of managers; secondly, it identifies processes that create dynamic capabilities; and thirdly, it explains that dynamic capabilities do not automatically lead to performance improvements. Finally, the paper addresses some areas of confusion and contradiction that hamper the development of the literature. [source] Evolution of strategic management: The need for new dominant designsINTERNATIONAL JOURNAL OF MANAGEMENT REVIEWS, Issue 2 2005Pol Herrmann The development of strategic management is explained from an evolutionary perspective on the basis of cycles of variation, selection and retention. In industry, breakthrough innovations, or technological discontinuities, initiate eras of ferment that end when a generally accepted standard, or dominant design, starts an era of incremental change. In strategic management, the original definition of strategy initiated an era of ferment characterized by a focus on the environment. The attention to the environment of firms and the integration with other areas of inquiry reached a point of maturity with development of a widely accepted model for analyzing industry and with the definition of generic strategies. The resource-based view of the firm created a new era of ferment by affirming that the main sources of sustainable competitive advantages reside in the development and use of valuable resources. A new period, marked by swift advances in technology and increasingly blurred boundaries among industries, markets and competitors as well as diverse and more complex sources of competitive advantages, imposes on scholars and practitioners an imperative need to conceive new dominant designs. This paper illustrates the evolution toward new directions and challenges of creating new dominant paradigms in strategic management that revolve around the concepts of knowledge, learning, and innovation. [source] Innovation management in context: environment, organization and performanceINTERNATIONAL JOURNAL OF MANAGEMENT REVIEWS, Issue 3 2001Joe Tidd Several decades of research into innovation management have failed to provide clear and consistent findings or coherent advice to managers. In this paper, I argue that this is because innovation management ,best practice, is contingent on a range of factors, and that we need better characterizations of the technological and market contingencies which affect the opportunity for, and constraints on, innovation. I review research on innovation together with relevant studies from organizational behaviour and strategic management, and develop a model which may help to guide future innovation research on the relationships between environmental contingencies, organization configurations and performance. I identify uncertainty and complexity as the key environmental contingencies that influence organizational structure and management processes for innovation. [source] Arriving at a strategic theory of the firmINTERNATIONAL JOURNAL OF MANAGEMENT REVIEWS, Issue 4 2000Steven E. Phelan The theory of the firm seeks to explain the existence and boundaries of the firm in relation to the market. Since the pioneering work of Coase (The nature of the firm. Economica, 4, 386,405, 1937), economics has developed a whole family of theories that focus on the ability of firms to economize on certain costs of using markets. More recently, researchers in strategic management have published several theories of the firm that have tended to emphasize the benefits of incorporation rather than the costs of using the market. Although researchers in the strategy profession have tentatively labeled their work as ,moving towards' a strategic theory of the firm, economists have been very critical of existing approaches. This paper seeks to begin ,arriving' at a strategic theory of the firm by addressing these criticisms and offering an integration of the strategic and economic perspectives within an institutional framework. The paper concludes with future directions for research in the theory of the firm. [source] A decision support system for telecommunicationsINTERNATIONAL JOURNAL OF NETWORK MANAGEMENT, Issue 2 2002Paul Flynn We have built a Decision Support System (DSS) which can to aid strategic management within the industry in making vital decisions in relation to Customer and Network profiles. This enables managers in the respective areas within the industry to fully utilise the vast amounts of data available to make projections and decisions in relation to utilisation of valuable resources. Copyright © 2002 John Wiley & Sons, Ltd. [source] Approaches to overcoming constraints to effective health service delivery: a review of the evidenceJOURNAL OF INTERNATIONAL DEVELOPMENT, Issue 1 2003Valeria Oliveira-Cruz This paper reviews the current evidence base regarding efforts to overcome constraints to effective health service delivery in low and middle-income countries. A systematic literature review was chosen as the approach to gather and analyse existing knowledge about how to improve the ,close-to-client' health system. We focused on three levels of constraints: community and household, the health services delivery level itself, and health sector policy and strategic management. In total, 116 studies were reviewed and their main findings presented. The results should be interpreted with caution due to the considerable limitations in the existing evidence base. Copyright © 2003 John Wiley & Sons, Ltd. [source] Relationship Investment and Channel Performance: An Analysis of Mediating ForcesJOURNAL OF MANAGEMENT STUDIES, Issue 7 2009Yadong Luo abstract This study explores how relationship-specific investment (RSI) enhances interfirm cooperation in buyer,supplier partnerships in an emerging market. Building upon the logic of economic sociology, we argue that the contribution of RSI to the success in buyer,supplier partnerships will be mediated by reduced opportunism and reduced conflict and by heightened commitment and knowledge sharing. Our survey of 216 paired distributors (buyers) and manufacturers (suppliers) in China generally supports this argument, leading to a conclusion that RSI is not a direct performance propeller but an important builder of relational infrastructure in which mid-range processes are nourished. Theoretical implications in strategic management and supply chain management research are highlighted. [source] Role of Knowledge in Value Creation in Business Nets*JOURNAL OF MANAGEMENT STUDIES, Issue 5 2006Kristian Möller abstract This paper focuses on the role of knowledge in intentionally created business networks called nets. Nets are seen to offer firms collective benefits beyond those of a single firm or market transaction. We propose that the types of knowledge and learning required in the management of different types of business net are dependent on the value creation characteristics of the net types. Based on this we suggest a classification of three generic net types ,,current business nets', ,business renewal nets', and ,emerging new business nets', and argue that they pose different conditions for management in nets. Using this framework and integrating notions from the industrial network approach, strategic management and dynamic capabilities view, and organizational learning we make a number of observations and propositions about the role of knowledge and learning in the three types of business net. The paper contributes to the emerging theory of network management. [source] GROUNDING SUPPLY CHAIN MANAGEMENT IN RESOURCE-ADVANTAGE THEORY,JOURNAL OF SUPPLY CHAIN MANAGEMENT, Issue 1 2008SHELBY D. HUNT A key issue for strategic supply chain management research is whether purchasing can be a source of long-term competitive advantage. Recent resource-based works in strategic management suggest that purchasing cannot be a source of long-term competitive advantage. In contrast, recent works in supply chain management suggest that purchasing can be such a source. This article explains why works in strategic management and supply chain management come to such radically different conclusions on purchasing strategy. Specifically, this article points out that the negative conclusion concerning purchasing strategy is derived from theories of competition based on the neoclassical, equilibrium economics research tradition. Therefore, the positive case for strategic purchasing needs to be grounded in a research tradition that provides a clean break from the neoclassical, equilibrium economics research tradition. The authors discuss the characteristics of what has come to be labeled "the resource-advantage research tradition" and offer it as an appropriate grounding for purchasing strategy, in particular, and supply chain management, in general. [source] The role of the translator/interpreter in knowledge transfer environmentsKNOWLEDGE AND PROCESS MANAGEMENT: THE JOURNAL OF CORPORATE TRANSFORMATION, Issue 2 2007Jocelyn Cranefield This paper reports on the results of a larger research project that investigated the factors impacting on inter-organisational transfer in the New Zealand State Sector. Seven gatekeepers (boundary-spanning individuals) from different organisations were interviewed about their experiences in facilitating knowledge transfer between a cross-sector working group and their organisation. The context for the research was the Pathfinder Project, a project based around the development and transfer of an emergent knowledge model for strategic management, Managing for Outcomes (MfO). A range of factors that facilitated knowledge transfer were identified. Among these, translation and interpretation activities were found to be critical to successful knowledge transfer. Gatekeepers reported acting as translator/interpreter, an essential role which demanded specialised skills. The nature of this role is outlined, with reference to a staged model for knowledge transfer that emerged from the research project. The translator/interpreter role required gatekeepers to engage in active and continuous conversion of knowledge to meet the differing needs of a range of recipients. This helped to increase the overall absorptive capacity of participating organisations. Implications of these findings for research and practice are outlined. Copyright © 2007 John Wiley & Sons, Ltd. [source] Knowledge management in international mergersKNOWLEDGE AND PROCESS MANAGEMENT: THE JOURNAL OF CORPORATE TRANSFORMATION, Issue 2 2002Frits D. J. Grotenhuis This paper discusses the need for knowledge management in mergers and acquisitions. In mergers and acquisitions two cultures are combined, and also two systems of knowledge and insights are integrated. In order to develop and sustain competitive advantages for the knowledge-intensive firm, strategic management should enable the development and sharing of new knowledge and other resources. However, a number of factors make knowledge management a highly fragile process. This paper discusses some preliminary findings, indicating directions for future research regarding factors that play a role in knowledge creation, and the roles for knowledge enablers in facilitating this process of knowledge creation. Copyright © 2002 John Wiley & Sons, Ltd. [source] Building micro-foundations for the routines, capabilities, and performance linksMANAGERIAL AND DECISION ECONOMICS, Issue 6 2008Peter Abell Micro-foundations have become an important emerging theme in strategic management. This paper addresses micro-foundations in two related ways. First, we argue that the kind of macro (or ,collectivist') explanation that is presently utilized in the capabilities view in strategic management,which implies a neglect of micro-foundations,is incomplete. There are no mechanisms that work solely on the macro-level, directly connecting routines and capabilities to firm-level outcomes. While routines and capabilities are useful shorthand for complicated patterns of individual action and interaction, ultimately they are best understood at the micro-level. Second, we provide a formal model that shows precisely why macro-explanation is incomplete and which exemplifies how explicit micro-foundations may be built for notions of routines and capabilities and how these impact firm performance. Copyright © 2008 John Wiley & Sons, Ltd. [source] Resources, capabilities, and the performance of industrial firms: A multivariate analysisMANAGERIAL AND DECISION ECONOMICS, Issue 6-7 2004Abraham Carmeli This study uses multivariate analysis to assess the basic question asked by resource-based view researchers: Do organizational resources and capabilities account for variations in firm performance? An analysis of survey responses of 93 industrial enterprises in Israel indicates that superiority of an industrial enterprise, in terms of four performance measures (return on sales, return on equity, market share change, and customer satisfaction), can be explained by a set of four core organizational resources and capabilities (managerial skills, organizational culture, organizational communication, and perceived organizational reputation). The results lend significant support to the premise of the resource-based view of strategic management. Copyright © 2004 John Wiley & Sons, Ltd. [source] Competitor identification and competitor analysis: a broad-based managerial approachMANAGERIAL AND DECISION ECONOMICS, Issue 4-5 2002Mark Bergen Managerial myopia in identifying competitive threats is a well-recognized phenomenon (Levitt, 1960; Zajac and Bazerman, 1991). Identifying such threats is particularly problematic, since they may arise from substitutability on the supply side as well as on the demand side. Managers who focus only on the product market arena in scanning their competitive environment may fail to notice threats that are developing due to the resources and latent capabilities of indirect or potential competitors. This paper brings together insights from the fields of strategic management and marketing to develop a simple but powerful set of tools for helping managers overcome this common problem. We present a two-stage framework for competitor identification and analysis that brings into consideration a broad range of competitors, including potential competitors, substitutors, and indirect competitors. Specifically we draw from Peteraf and Bergen's (2001) framework for competitor identification to develop a hierarchy of competitor awareness. That is used, in combination with resource equivalence, to generate hypotheses on competitive analysis. This framework not only extends the ken of managers, but also facilitates an assessment of the strategic opportunities and threats that various competitors represent and allows managers to assess their significance in relative terms. Copyright © 2002 John Wiley & Sons, Ltd. [source] Firm strategy, innovation and consumer demand: a market process approachMANAGERIAL AND DECISION ECONOMICS, Issue 4-5 2001Paul L. Robertson Despite recent advances by economists such as Porter and those associated with the resource-based school, the economics of demand rarely features in discussions of business strategy. Porter and the resource-based school take the characteristics of demand as given, and place almost exclusive emphasis on the role of supply-side factors in formulating strategy. Scholars in strategic marketing, by contrast, recognize the importance of demand factors, but do not analyse them from an economic standpoint. Moreover, none of the important schools of strategic management attempts to explore the relationship between supply and demand in much analytical depth. In this paper, we adopt a market process approach to strategy formulation as a preliminary step towards rectifying these problems. First, we explore the factors that affect the economics of demand, particularly in innovative situations. Second, we adapt Lancaster's attribute analysis to show how the interaction between supply and demand can be represented from a market process perspective. On the basis of our efforts, we conclude that further work in these areas would benefit students of both strategic management and economics. Copyright © 2001 John Wiley & Sons, Ltd. [source] Strategically Managing Negotiation Linkage DynamicsNEGOTIATION AND CONFLICT MANAGEMENT RESEARCH, Issue 1 2010Larry Crump Abstract Negotiation linkage (the way in which one negotiation influences the process or outcome of another) presents challenges that are complex and real. Based on field research, this qualitative study examines four linked-bilateral trade treaty negotiations conducted by Australia, Chile, the European Union, Singapore, and the United States to establish theoretical understanding about the strategic management of negotiation linkage dynamics. Several outcomes are achieved through case analysis. This study (a) introduces "degree of linkage dynamics" (robust, moderate, or modest) as a concept and concludes that it is determined by structural and contextual factors, (b) develops a framework of linked party action, (c) establishes guidance for managing opportunistic behavior in linked negotiations, (d) builds a six-part typology of strategic techniques that can produce tangible gains in linked negotiations, and (e) examines research opportunities to further extend negotiation linkage theory. Research methodology developed in this study serves as a model for investigating negotiation linkage dynamics. [source] Containment and counter-containment: planner/community relations in conservation planningTHE GEOGRAPHICAL JOURNAL, Issue 2 2001Roger Few Critical analyses of public involvement in conservation projects in developing countries commonly point toward imbalances of power between project agencies and communities and the persistence of top-down patterns of decision-making. Taking an actor-oriented research approach, this paper probes beneath the surface patterns to analyse the complex socio-political mechanisms at work in the negotiating arena represented by public participation in project planning. The discussion is based on a case study of community involvement in the planning of protected areas in Belize. Detailed analysis of the power relations and tactical interactions between different actors in the negotiating arenas revealed that planner/community relations in the case study were dominated by a process identified as ,containment'. Containment refers to a strategic management of public involvement by the planning agencies, and it hinged on three fundamental social actions: avoidance of conflict; exclusion of dissent; and control over knowledge and procedure. Actions by local stakeholders that served to undermine containment constitute ,counter-containment'. The paper discusses these mechanisms in depth, before developing a comparative analytical framework of containment and counter-containment to help explain disparities in planning progress between different sites. [source] Financial Champions and Masters of Innovation: Analyzing the Effects of Balancing Strategic Orientations,THE JOURNAL OF PRODUCT INNOVATION MANAGEMENT, Issue 6 2009Angela Paladino Theory predicts that market and resource orientations can each lead to innovation and financial success. Despite this, no research has examined whether the pursuit of both resource and market orientations is feasible and, if so, the impact of this combined effect on innovative and financial outcomes. This paper aims to address these gaps. Thus, it is the first to examine the interdependent relationship between market orientation (MO) and resource orientation (RO). Additionally, this study responds to calls for (1) cross-disciplinary research, particularly in the areas of marketing and strategic management, and (2) comparative studies of diverse strategic orientations on performance. In doing so, this paper investigates the difference in innovation performance and financial performance between firms adopting a high or low degree of market orientation or a high or low degree of resource orientation. This allows us to observe independent and interdependent effects of these orientations on the firm's performance. Data were collected from 250 senior executives in Australia. Confirmatory factor analysis and related techniques were applied to assess the robustness of the measures used. A two-way between-groups analysis of variance (ANOVA) was used to evaluate the relationships. Results show the emergence of four organizational types: unfocused imitators or followers; market-driven innovators; masters of innovation; and financial champions. From these, financial champions emerge as having the greatest impact on the financial performance of the firm, while masters of innovation are best for maximizing innovation outcomes. In fact, organizations with a high RO in the matrix (masters of innovation and financial champions) achieved a higher impact on innovation relative to the quadrants reflecting a lower MO. Results also demonstrate that pursuing a low degree of resource and market orientations leads to inferior financial performance. Therefore, a balance of resource and market orientations is important. A potential extension of this research is to assess these relationships on an industry-by-industry basis. This would contribute to our knowledge by allowing us to determine if and how these results differ between industries. Managerial and theoretical implications are also discussed. [source] A Conceptual Model for Researching the Creation and Operation of Supply Networks,BRITISH JOURNAL OF MANAGEMENT, Issue 1 2004Christine Harland This paper presents a conceptual model for the creation and operation of supply networks. Existing conceptual research relating to interorganizational relationships and networks is reviewed in terms of its relevance to understanding supply networks; this research is drawn from the fields of strategic management, channel management, industrial marketing and purchasing, organizational behaviour and supply-chain management. The different perspectives each field has on networks are highlighted. Contributions made by each in assisting to understand supply networks are discussed and synthesized. Findings from an exploratory survey are used to structure the design of a conceptual model for analysing the processes involved in the creation and operation of supply networks. The authors identify nine different types of networking activities and discuss the nature of these activities in the context of supply. Four different types of contextual factors relating to supply networks are identified. The model is tested in eight in-depth case studies and a validating survey of 58 focal firm networks. It is concluded that it provides a robust structure that enabled complex, cross-case analysis of multi-variable, multi-disciplinary data from interorganization product/service supply networks, but that further testing by other researchers is required. [source] Strategic Management Upside Down: Tracking Strategies at McGill University from 1829 to 1980CANADIAN JOURNAL OF ADMINISTRATIVE SCIENCES, Issue 4 2003Henry Mintzberg A number of the fundamental premises of strategic management are put into question in a study that tracks the realized strategies of a prominent university over a century and an half. Amidst continual change in detail, there was remarkable stability in the aggregate, and nothing resembling quantum or revolutionary change in strategy ever occurred. This may be explained in some of the terms most popular in business today: "empowerment", "venturing", and especially "knowledge work". Thus, while the typical university may seem very different from the typical corporation, its behaviour may in fact contain sobering messages for the strategic management of businesses. Résumé Le present article suit, sur une periode de plus d'un siecle et demi, I'evolution des strategies d'une universite bien connue et remet en question un certain nombre de premisses elementaires de la gestion strategique. Au cæur d'incessants changements qui affectent les details, on note dans l'ensemble une remarquable stabilite et l'absence de tout changement global ou revolutionnaire dans la strategie. Cette situation peut s'expliquer par les termes les plus en vogue, de nos jours, dans le milieu d'affaires, a savoir: « autonomisation », « developpement commercial », et tout particulierement « travail intellectuel ». Donc, bien que l'universite type puisse paraitre bien distincte de la compagnie type, son comportement peut en fait contenir d'importants messages pour la gestion strategique des entreprises. [source] | ||||||||||||||||