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Strategic Opportunities (strategic + opportunity)
Selected AbstractsManagers' profile in environmental strategy: a review of the literatureCORPORATE SOCIAL RESPONSIBILITY AND ENVIRONMENTAL MANAGEMENT, Issue 5 2006Esteban Fernández Abstract Environmental legislation and stakeholders are putting pressure on organizations to change. The role of management is a key factor. The aim of the present work is to determine the key characteristics required of a manager with environmental responsibilities and determine which are the critical aptitudes and attitudes for environmental success through a deep review of the literature. We include three kinds of characteristic: (a) managerial attitude and social influence, (b) individual characteristics (demographic characteristics, capability to perceive strategic opportunities, leadership, individual entrepreneurial ability and international awareness) and (c) organizational characteristics (organizational culture, capability to influence strategy, long-term orientation, organizational structure and demographic characteristics). With this purpose, we have collected and integrated the most relevant contributions of the literature. We have also suggested future research streams: for example, analysis of the interdependences among the diverse dimensions of a manager with environmental responsibilities, analysis of the characteristics typical of external stakeholders that condition the managerial behaviour and other aspects of environmental strategy on which management attitude has an influence. Copyright © 2006 John Wiley & Sons, Ltd and ERP Environment. [source] The evolving UK wind energy industry: critical policy and management aspects of the emerging research agendaENVIRONMENTAL POLICY AND GOVERNANCE, Issue 1 2006Peter A. Strachan Abstract In recent years, renewable energy , and in particular wind power , has come to the fore of both international and UK national environmental policy debates. In addition to helping to meet its Kyoto obligations, the British Government has indicated its desire for a much larger slice of the international wind energy market, and has consequently developed a national strategy to stimulate a more vibrant UK wind energy industry. With this in mind, the British Government's Climate Change Programme (DETR, 2000) and more recent Energy White Paper (DTI, 2003) outline the UK energy strategy for the coming two decades, with wind power featuring as a core component. This article critically considers the prospects for the development of a wind energy industry in the UK and introduces five strategic opportunities and five strategic barriers in this evolving segment of the energy market. The article concludes with recommendations to enhance public acceptance of wind energy and four important areas for future research are outlined. Copyright © 2006 John Wiley & Sons, Ltd and ERP Environment. [source] Smoking Behavior, Information Sources, and Consumption Values of Teenagers: Implications for Public Policy and Other Intervention FailuresJOURNAL OF CONSUMER AFFAIRS, Issue 1 2002GERALD ALBAUM This paper uses a hierarchical decision process model, uses of information, and a theory of consumption values as a strategic framework for evaluating the general failure of intervention strategies for teenage smoking initiation. Extremely high smoking consideration-to-trial rates and rapid cessation by occasional smokers provide narrow but unused strategic opportunities for intervention. Use of information sources varies by stage of model with interpersonal sources dominating consideration, trial, and cessation stages and mass media showing only a slightly increasing use in cessation compared to the earlier stages. The decision process model and consumption values are necessary for planning strategic interventions. Existing intervention programs are not appropriately targeted in the decision process. Programs should be developed to reduce the smoking consideration to trial rates in younger children and to encourage rapid cessation in older teenagers. The use of either print or broadcast mass media intervention programs is not supported. [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] ,Pockets' of effective agencies in weak governance states: Where are they likely and why does it matter?PUBLIC ADMINISTRATION & DEVELOPMENT, Issue 2 2010David K. Leonard Abstract It is well established that even in countries that have poor governance and weak public sectors, exceptional well-functioning government and government-supported agencies do exist. What has not been established is where and why these ,pockets of effectiveness' are able to emerge. Some attribute their existence to exceptional leadership and good management. Others, while not doubting the importance of these internal factors, believe that these ,pockets' are generated by their place in the country's political economy. The literature on this subject is dominated by case studies and the consequence is that a very large number of hypotheses have been generated about what the political processes at work might be. This article inventories the array of available hypotheses and condenses them into five sets of meta-hypotheses. It also discusses how social scientists and practitioners ought to think about something whose occurrence is idiosyncratic. The future of development administration will be enhanced by more informed choice of strategic opportunities,avoiding both political determinism and a naïve faith that all is equally possible to those who will it. Copyright © 2010 John Wiley & Sons, Ltd. [source] Networking as a Means to Strategy Change: The Case of Open Innovation in Mobile TelephonyTHE JOURNAL OF PRODUCT INNOVATION MANAGEMENT, Issue 6 2007Koen Dittrich The purpose of this article is to investigate how innovation networks can be used to deal with a changing technological environment. This study combines different concepts related to research and development (R&D) collaboration strategies of large firms and applies these concepts to R&D alliance projects undertaken by Nokia Corporation in the period 1985,2002. The research methodology is a combination of in-depth semistructured interviews and a large-scale quantitative analysis of alliance agreements. For the empirical analysis a distinction is made between exploration and exploitation in innovation networks in terms of three different measures. As a first measure, the difference between exploration and exploitation strategies by means of the observed capabilities of the partners of the contracting firms is investigated. The second measure is related to partner turnover. The present article argues that in exploration networks partner turnover will be higher than in exploitation networks. As a third measure, the type of alliance contract will be taken; exploration networks will make use of flexible legal organizational structures, whereas exploitation alliances are associated with legal structures that enable long-term collaboration. The case of Nokia has illustrated the importance of strategic technology networks for strategic repositioning under conditions of change. Nokia followed an exploitation strategy in the development of the first two generations of mobile telephony and an exploration strategy in the development of technologies for the third generation. Such interfirm networks seem to offer flexibility, speed, innovation, and the ability to adjust smoothly to changing market conditions and new strategic opportunities. These two different strategies have led to distinctly different international innovation networks, have helped the company in becoming a world leader in the mobile phone industry, and have enabled it to sustain that position in a radically changed technological environment. This study also illustrates that Nokia effectively uses an open innovation strategy in the development of new products and services and in setting technology standards for current and future use of mobile communication applications. This article presents one of the first longitudinal studies, which describes the use of innovation networks as a means to adapt swiftly to changing market conditions and strategic change. This study contributes to the emerging, but still inconsistent, literature on explorative and exploitative learning by means of strategic technology networks. [source] SAICM,A strategic opportunity for SETACENVIRONMENTAL TOXICOLOGY & CHEMISTRY, Issue 8 2008Derek Muir President SETAC World Council No abstract is available for this article. [source] | |||||||||||||