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Article
Publication date: 1 December 2006

W. David Rees and Christine Porter

To examine the case for the incremental development of corporate strategy and the implications for management learning and development.

2046

Abstract

Purpose

To examine the case for the incremental development of corporate strategy and the implications for management learning and development.

Design/methodology/approach

The authors use their background in consultancy and management development in the UK and abroad to examine the potential dangers of comprehensive innovations in corporate strategy and the potential benefits of an incremental approach. In Part 2 of the article they rely on their academic experience in a wide variety of institutions in the UK and abroad to consider the related issues of management learning and development.

Findings

The two main dangers with the development of a comprehensive corporate strategy were explained in Part 1 of this article. Sometimes the narrowness of the consideration of corporate issues may be replicated in taught programmes in business schools where the human factors in particular may not be given sufficient attention. A broad based consideration of corporate strategy may create a greater emphasis on the incremental approach. A related issue is that there may be a mismatch between the needs of the client group on taught programmes and syllabus coverage, particularly because of the perceived branding value of the term “strategy”.

Research limitations/implications

The authors have relied partly on case study examples to make their case for a greater emphasis on the incremental development of corporate strategy and related academic coverage of the subject. Their main thesis is that if the process whereby strategy is developed is deficient, then the results may well be counter‐productive. One of the ways to try and prevent this is to ensure that related learning and development is appropriate.

Originality/value

The two part article is a necessary examination of the dangers of corporate strategy development that is based on too narrow a range of functions and disciplines. The same limitations can be replicated in academic coverage of the area. The article is meant to engender a necessary scepticism about the way corporate strategy can be realistically developed and covered academically. Constructive advice is also given about broad based strategy development and related management learning and development.

Details

Industrial and Commercial Training, vol. 38 no. 7
Type: Research Article
ISSN: 0019-7858

Keywords

Article
Publication date: 1 August 2006

W. David Rees and Christine Porter

The purpose of this paper is to examine the case for the incremental development of corporate strategy and related issues of management development.

3363

Abstract

Purpose

The purpose of this paper is to examine the case for the incremental development of corporate strategy and related issues of management development.

Design/methodology/approach

A background in consultancy and management development in the UK and abroad is used to examine the potential dangers of radical and comprehensive innovations in corporate strategy and the potential benefits of an incremental approach. In addition, recent developments and examples are referred to as well as relevant literature.

Findings

The paper finds that there are two main potential dangers with the development of a comprehensive corporate strategy. The first is that the exercise may prove to be so daunting that it is effectively abandoned. The second is that comprehensive strategy innovations are based on too narrow a consideration of the issues and may be counter‐productive. A broad based consideration of corporate strategy may create a greater emphasis on the incremental approach.

Research limitations/implications

Examples partly from consultancy work have been relied on to make the case for a greater emphasis on the incremental development of corporate strategy and related academic coverage of the subject. The paper's main thesis is that if the process whereby strategy is developed is deficient, then the results may well be counter‐productive. This is especially likely if comprehensive change is planned.

Originality/value

The two‐part paper is a necessary examination of the dangers of corporate strategy development that is based on too narrow a range of functions and disciplines. The same limitations can be replicated in academic coverage of the area. The paper is meant to engender a necessary scepticism about the way corporate strategy can be realistically developed. Constructive advice is also given about broad‐based strategy development and related management learning and development issues.

Details

Industrial and Commercial Training, vol. 38 no. 5
Type: Research Article
ISSN: 0019-7858

Keywords

Book part
Publication date: 21 April 2022

Roland Azibo Balgah

Surging global natural disasters provide incentive for risk-reducing policies and strategies. In this light, the African Union (AU) engaged a multi-stakeholder policy…

Abstract

Surging global natural disasters provide incentive for risk-reducing policies and strategies. In this light, the African Union (AU) engaged a multi-stakeholder policy formulation process between 2002 and 2006, to develop a continent-wide disaster risk reduction (DRR) strategy. Drawing from secondary data, this chapter assesses the process and applies qualitative analysis instruments to critically assess the AU’s disaster policy. Linkages to the 2005 international Hyogo Framework for Action (HFA) are also highlighted. The analysis reveals that Africa’s policy formulation process was belated for over a decade, with respect to international expectations. The formulation process was however largely African owned and led, culminating in a strategy document that reflected African contextual reality at the time, and aligned well with HFA fundamental goals. The applied multi-stakeholder approach enhanced a spirit of participation across levels and was central to the largely successful policy formulation process. However, targeted policy outcomes were not explicit, and poorly formulated indicators marred short- and long-term policy evaluation. Based on these results, we conclude that the African-wide DRR policy formulation processes were belated but participatory, systematic and very successful. Belated policy formulation reflects an initial inertia on the African continent, justified by past negative policy experiences and the desire to succeed. A replication of this policy formulation approach in Africa is recommended, albeit exercising more caution on policy timing, the elaboration of better monitoring and evaluation instruments and criteria. Participation should further embrace modern, risk-free (anti-COVID-19-friendly) information and communication technologies.

Details

Disaster Management in Sub-Saharan Africa: Policies, Institutions and Processes
Type: Book
ISBN: 978-1-80262-817-3

Keywords

Article
Publication date: 4 April 2008

Henrik Kock, Andreas Gill and Per Erik Ellström

The purpose of this paper is to increase our understanding of why firms, specifically small to medium‐sized enterprises (SMEs), participate in a programme for competence…

1461

Abstract

Purpose

The purpose of this paper is to increase our understanding of why firms, specifically small to medium‐sized enterprises (SMEs), participate in a programme for competence development and why firms use different strategies for competence development.

Design/methodology/approach

A study of 17 SMEs that all received support from the European Social Fund, Objective 3 programme. The collection of data is based on semi‐structured interviews with management/owners, internal project leaders, employees and union representatives, feedback seminars with representatives from the studied enterprises, and on analysis of documents.

Findings

The findings demonstrate that all SMEs reported driving forces for competence development relating to both external organizational conditions and internal organizational conditions, to at least a certain degree. Furthermore, there appears to be a strong relationship between observed patterns of driving forces and the strategy for competence development used by the firm.

Practical implications

The SMEs that experience a relatively stronger driving force for competence development initiate problem‐solving efforts to design and implement more elaborated strategies for competence development. The SMEs that experience a lesser degree of driving force for competence development implement less elaborated strategies for competence development.

Originality/value

The paper finds that both external and internal organizational conditions are important in understanding why SMEs undergo competence development programme. Furthermore, the importance of external and internal organizational conditions is not only limited to why the companies participate in a programme for competence development, but also for how they participate, i.e. the strategies used for competence development.

Details

Journal of Workplace Learning, vol. 20 no. 3
Type: Research Article
ISSN: 1366-5626

Keywords

Article
Publication date: 1 May 1995

Martin Fojt

This special “Anbar Abstracts” issue of the Journal of Product & Brand Management is split into six sections covering abstracts under the following headings: Marketing…

7827

Abstract

This special “Anbar Abstracts” issue of the Journal of Product & Brand Management is split into six sections covering abstracts under the following headings: Marketing strategy; Customer service; Pricing; Promotion; Marketing research, customer behavior; Product management.

Details

Journal of Product & Brand Management, vol. 4 no. 2
Type: Research Article
ISSN: 1061-0421

Article
Publication date: 1 April 1995

Martin Fojt

This special “Anbar Abstracts” issue of the Journal of Business & Industrial Marketing is split into seven sections covering abstracts under the following headings…

7728

Abstract

This special “Anbar Abstracts” issue of the Journal of Business & Industrial Marketing is split into seven sections covering abstracts under the following headings: Marketing strategy; Customer service; Sales management; Promotion; Product management; Marketing research/customer behavior; Sundry.

Details

Journal of Business & Industrial Marketing, vol. 10 no. 4
Type: Research Article
ISSN: 0885-8624

Article
Publication date: 1 January 2006

David Calfee

Purpose – To share with your readership a new approach to engaging an organization in strategy development while also aligning the strategy with the desired culture…

3993

Abstract

Purpose – To share with your readership a new approach to engaging an organization in strategy development while also aligning the strategy with the desired culture. Design/methodology/approach – The approach involves the use of multiple cross‐functional and cross‐organizational teams at all levels to collaboratively tackle the task of strategy development, including definition and launch of efforts to create a winning culture aligned with the strategy being developed. Findings – Fully engaging a cross section of the organization (rather than delegating it to internal heads of strategic planning or outside consultants) increases buy‐in and support for the strategy as well as understanding of the strategy and the strategic context. Utilizing a variety of alternative scenarios in strategy development helps in creating winning strategies under conditions of uncertainty. And coupling the development of strategy with the launch of initiatives that begin building elements of a “winning culture” helps create a strategy tailored to an environment that itself becomes a sourced of sustainable competitive advantage. Practical implications – While the task of developing a strategy while undergoing the beginnings of a cultural change process is challenging, the level of buy‐in, understanding, support, and sustainability of the strategy makes the effort worthwhile and the strategy both implementable and advantaged. Originality/value – Recognizing the power of a strategy developed by an organization (rather than delivered in final form to the organization) and a strategy that is grounded on the goal of creating and sustaining a winning culture will allow organizations to design and implement truly winning strategies.

Details

Handbook of Business Strategy, vol. 7 no. 1
Type: Research Article
ISSN: 1077-5730

Keywords

Open Access
Article
Publication date: 30 April 2021

Camilla Lundgren, Jon Bokrantz and Anders Skoogh

Technological advancements are reshaping the manufacturing industry toward digitalized manufacturing. Despite the importance of top-class maintenance in such systems, many…

2235

Abstract

Purpose

Technological advancements are reshaping the manufacturing industry toward digitalized manufacturing. Despite the importance of top-class maintenance in such systems, many industrial companies lack a clear strategy for maintenance in digitalized manufacturing. The purpose of this paper is to facilitate the implementation of maintenance in digitalized manufacturing by proposing a strategy development process for the Smart Maintenance concept.

Design/methodology/approach

This study is designed as a multiple-case study, where the strategy development in three industrial cases is analyzed. Several methods were used to collect data on the case companies' development of smart maintenance strategies. The data were analyzed with an inductive approach.

Findings

A process of strategy development for smart maintenance is proposed, including six steps: benchmarking, setting clear goals, setting strategic priority, planning key activities, elevating implementation and follow-up.

Practical implications

The proposed process provides industry practitioners with a step-by-step guide for the development of a clear smart maintenance strategy, based on the current state of their maintenance organization. This creates employee engagement and is a new way of developing maintenance strategies.

Originality/value

Maintenance strategies are traditionally regarded as a selection of corrective/reactive and preventive maintenance actions using a top-down approach. By contrast, the proposed process is starting from the current state of the maintenance organization and allows a mixture of top-down and bottom-up approaches, supporting organizational development. This is a rare perspective of maintenance strategies and will make maintenance organizations ready for the demands of digitalized manufacturing.

Details

Journal of Manufacturing Technology Management, vol. 32 no. 9
Type: Research Article
ISSN: 1741-038X

Keywords

Article
Publication date: 24 February 2012

Florence Yean Yng Ling and Sing Yee Lee

Career development involves how employees manage their career advancement. This study aims to investigate the relevance of Sun Tzu's Art of War to career development of…

1128

Abstract

Purpose

Career development involves how employees manage their career advancement. This study aims to investigate the relevance of Sun Tzu's Art of War to career development of construction professionals with the aim of suggesting strategies that may be adopted for career development.

Design/methodology/approach

The data collection technique was in‐depth interviews with 32 subjects who are Singapore‐based construction professionals. The subjects were asked 13 open‐ended questions which were developed based on the Art of War.

Findings

The main findings on the effective career development strategies are: outperforming peers by developing deep job experience and delivering excellent performance; adopting a team member posture before moving on to a team leader stance; handling office politics and conflicts effectively; maintaining flexibility and manoeuvrability in one's career; networking; and acquiring foreknowledge.

Research limitations/implications

The study is qualitative in nature, thus, the actual effectiveness of the recommendations for career development is not known. There may also be some more strategies undisclosed by interviewees as sharing them may cause them to lose their competitive advantage.

Practical implications

The effective strategies for career development are found. Construction professionals may adopt some military strategies that may help them in their career development.

Social implications

The relevance of military strategies to career development in construction firms suggests that career progression is akin to war, where winning is important and strategizing to win is necessary.

Originality/value

In this paper military strategies are mapped onto career development, and relevant career advancement strategies are identified.

Details

Engineering, Construction and Architectural Management, vol. 19 no. 2
Type: Research Article
ISSN: 0969-9988

Keywords

Article
Publication date: 1 April 2014

Mahsood Shah and Chenicheri Sid Nair

The higher education sector in many countries is going through unprecedented changes. The changes are as a direct result of external and internal operating environments…

1236

Abstract

Purpose

The higher education sector in many countries is going through unprecedented changes. The changes are as a direct result of external and internal operating environments which are having a significant impact on universities. Externally, changing government policy; ongoing student growth and stakeholder demand for quality; and international developments in higher education are some of the many factors driving change in universities. Internally, change in leadership and renewed institutional strategy; and financial sustainability are some of the internal factors contributing to the changes within universities. The purpose of this paper is to outline the changing context of Australian higher education and argue the need for the renewed emphasis on strategy development and effective implementation in universities.

Design/methodology/approach

The paper analyses the recurring themes related to strategy development, implementation and reviews from the external quality audits of all Australian universities in cycle one audit and 29 universities who completed cycle two audit until 2011.

Findings

The paper argues the need for universities to engage in careful strategy development and implementation which aligns with institutional resourcing and risk management. Failure to engage in careful strategy development and effective implementation may put universities at risk in the current higher education landscape characterised by changing government policy and the political landscape in Australia.

Originality/value

The literature on the effectiveness of strategy development and implementation in universities is limited. This paper attempts to fill the current gap by arguing the need for institutions to engage in careful strategy development at a time when governments cannot be trusted in the funding of universities.

Details

Quality Assurance in Education, vol. 22 no. 2
Type: Research Article
ISSN: 0968-4883

Keywords

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