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Strategic Vision (strategic + vision)

Distribution by Scientific Domains

Business, Economics, Finance and Accounting	71%

Selected Abstracts

First volume of Chemical Biology & Drug Design: Strategic vision for the advancement of innovative science, technology and medicine

CHEMICAL BIOLOGY & DRUG DESIGN, Issue 1 2006
Tomi K. Sawyer
No abstract is available for this article. [source]

Conceptualizing Corporate Entrepreneurship Strategy

ENTREPRENEURSHIP THEORY AND PRACTICE, Issue 1 2009
R. Duane Ireland
Our knowledge of corporate entrepreneurship (CE) continues to expand. However, this knowledge remains quite fragmented and non-cumulative. Herein, we conceptualize CE strategy as a useful focal point for integrating and synthesizing key elements within CE's intellectual domain. The components of our CE strategy model include (1) the antecedents of CE strategy (i.e., individual entrepreneurial cognitions of the organization's members and external environmental conditions that invite entrepreneurial activity), (2) the elements of CE strategy (i.e., top management's entrepreneurial strategic vision for the firm, organizational architectures that encourage entrepreneurial processes and behavior, and the generic forms of entrepreneurial process that are reflected in entrepreneurial behavior), and (3) the outcomes of CE strategy (i.e., organizational outcomes resulting from entrepreneurial actions, including the development of competitive capability and strategic repositioning). We discuss how our model contributes to the CE literature, distinguish our model from prior models, and identify challenges future CE research should address. [source]

Performance excellence through activity value management

JOURNAL OF CORPORATE ACCOUNTING & FINANCE, Issue 3 2003
Brian Higgins
This article introduces a new way to think about managing information. This approach, known as "activity value management," focuses on improvement methods and uses a coordinated approach to integrating information. This is necessary because improvement initiatives are often suboptimized simply because of a lack of coordination. When,as frequently happens,these programs are sponsored by various organizational silos, they often have to compete for resources, funding, management support, and commitment. Because no overarching structure exists to link the outcomes of these various improvement efforts, the overall strategic vision of the enterprise often goes unmet. © 2003 Wiley Periodicals, Inc. [source]

Integrated performance management: A conceptual, system-based model

PERFORMANCE IMPROVEMENT, Issue 7 2009
Jerry L. Harbour
Organizational success begins with the creativity of strategic vision bounded in the realities of requirements that are then transformed into daily operations and associated work outputs. These operations and outputs hopefully meet predetermined and tracked performance levels. This article graphically portrays and describes an integrated performance management system model linking these critical organizational ingredients in a holistic manner. Integrated performance management represents a construct that, if properly applied, may provide the "glue" to organizational understanding, transparency, and continued improvement. [source]

The value of a ,failed' R&D project: an emerging evaluation framework for building innovative capabilities1

R & D MANAGEMENT, Issue 2 2009
Maria Elmquist
In literature and R&D organizations alike, project success consists in minimizing the deviations from set targets in terms of quality, cost and time. The main management task is to execute and monitor progress to reduce risks , assuming that project attributes are known, necessary resources can be estimated and a reasonable time table can be agreed upon. In such a context, evaluating project success is easy. However, in an innovative context, setting project targets initially is difficult and the contributions of the projects sometimes are of an unexpected nature. This paper investigates if projects can be evaluated in terms of how they contribute to the building of innovative capabilities of the firm instead of independently. Based on a case study at the Régie Autonome des Transports Parisians and the theoretical framework of innovation fields, a framework for evaluating projects from an additional perspective is proposed. Based on the following four criteria: financial resources, the development of a structured, refined and expanded strategic vision, developed competences (with related suppliers) and identification of knowledge gaps (occasionally with related partners for knowledge production), this framework shows how seemingly failed R&D projects can instead be considered as invaluable to the overall innovation process. [source]

Visions of (In)Security and American Strategic Style

INTERNATIONAL STUDIES PERSPECTIVES, Issue 1 2001
Davis B. Bobrow
This essay was stimulated (provoked) by discussions in three separate venues: (1) a U.S. Naval War College conference on "Alternative Futures in War and Conflict: Implications for U.S. National Security," held in late 1999; (2) several recent widely circulated "blue-ribbon" reports on the subject; and (3) recent papers emerging from the U.S. defense bureaucracy speculating on strategic visions of the next ten to twenty years. My contention is that the prevailing official and quasi-official debate exhibits excessive and overly definitive emphases on: (1) particular facets of insecurity; (2) attributions to the U.S. of benign intent and capacity; and (3) assumptions that most others share that interpretation of our words and deeds. There also tends to be unwarranted neglect of representation and standing issues which discriminate for and against different policy perspectives and forms of program expertise. A plea is offered for an alternative approach based on what we know about how persons, organizations, and communities can best position themselves for (in)security futures. [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]