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1 – 10 of 12To unravel three strategy-related concepts, frequently confused as one, by introducing the new concept of nonstrategy and proposing a novel threefold classification of strategy…
Abstract
Purpose
To unravel three strategy-related concepts, frequently confused as one, by introducing the new concept of nonstrategy and proposing a novel threefold classification of strategy, nonstrategy and no strategy.
Design/methodology/approach
Building on some key insightful definitions of strategy, the paper infers five essential attributes of strategy. These, in turn, are used to introduce the new concept and classification.
Findings
The paper makes clear distinction between the different concepts of strategy, nonstrategy and no strategy that are usually confused in the literature.
Research limitations/implications
The paper calls for a reexamination of what strategy is, how it can be better operationalized, how it should be distinguished from nonstrategy and no strategy and how strategy evolution and drift can be tracked.
Practical implications
The paper clarifies what constitutes strategy, gives practitioners directions on how to strategize and warns against the potential of malpractice that produces nonstrategy.
Originality/value
The introduction of the new concept of nonstrategy and the development of a new classification that distinguishes three concepts that are usually confused as one.
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This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies.
Abstract
Purpose
This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies.
Design/methodology/approach
This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.
Findings
The term strategy has become diluted and unhelpful in the process of organizations’ pursuit of competitive advantage. This briefing looks at addressing the issues around the term strategy.
Originality/value
The briefing saves busy executives, strategists and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.
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The concept of strategy has lost its meaning. It is widely inflated and conflated with related notions and the consequences of that are unsettling for both practice and research…
Abstract
Purpose
The concept of strategy has lost its meaning. It is widely inflated and conflated with related notions and the consequences of that are unsettling for both practice and research. The purpose of this paper is to restore the lost meaning of strategy.
Design/methodology/approach
The paper exposes the inadequacy of the current definitions of strategy. It, then, suggests a more robust one based on a list of necessary dimensions of a good definition derived from an extensive review of the literature and ends with triggers for further reflection.
Findings
The multidimensionality of the proposed definition better reflects the complex nature of the strategy concept and restores its lost meaning. This makes it more robust than previous definitions in protecting the integrity of the concept of strategy from the creeping of insignificant concerns and “surplus” meaning.
Research limitations/implications
The new definition offers a new angle from which to reexamine the relationships between a number of usually paired concepts such as intention and action, planning and emergence, control and learning and formulation and execution.
Practical implications
The newly proposed definition has the potential to trigger creativity and to limit the practice of bad strategy.
Originality/value
The proposed definition raises the standard of what strategy is, avoids the sources of confusion, and reduces the chances of ascribing surplus meaning to the strategy concept.
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Reports that over the past several years, the concept of manufacturing strategy has been at the forefront of both managerial and academic thought, and that studies in the field…
Abstract
Reports that over the past several years, the concept of manufacturing strategy has been at the forefront of both managerial and academic thought, and that studies in the field lack a cohesive foundation that can guide researchers’ efforts in building a testing theory ‐ the research gap. States that an inability to relate specific programmes to long‐term objectives demonstrates the difficulty in bringing manufacturing strategy to the factory floor ‐ the practice gap. Believes that the unsatisfactory progress observed in research and practice is because of the failure to study rigorously the process of operationalizing manufacturing strategy. Builds a process model of manufacturing strategy and presents the results. Describes the model which focuses on three constructs of manufacturing strategy: competitive priorities, manufacturing objectives and action programmes for investment. Using data from a large‐scale survey, explores how manufacturing managers attempt to link their decisions in those three components of manufacturing strategy.
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Morgan Swink and Michael H. Way
A substantial number of propositions have been made over the last20 years regarding the content of manufacturing strategy and the processof strategy development and…
Abstract
A substantial number of propositions have been made over the last 20 years regarding the content of manufacturing strategy and the process of strategy development and implementation. Although many of the propositions have been well received, few have been rigorously tested via empirical methods. Reviews empirical research efforts to date in order to assess the effectiveness of current research directions and methodologies in evaluating earlier propositions. Discusses strengths, weaknesses and directions for future research in each area of manufacturing strategy.
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Discusses a refinement to the process by which manufacturing strategy is created. Builds on an existing strategy process (Platts, 1990) and adapts it to fit more closely within…
Abstract
Discusses a refinement to the process by which manufacturing strategy is created. Builds on an existing strategy process (Platts, 1990) and adapts it to fit more closely within the dynamic manufacturing vision. The method for creating a manufacturing vision allows a business to do this in a two‐ to three‐week period as part of a 10‐12 week manufacturing strategy project. A conceptual model of manufacturing vision has been developed that enables practitioners to explore the factors that influenced the potential competitive contribution of manufacturing and to agree an explicit direction for change. Describes the successful application of the process in six manufacturing organizations and highlights the practical limitations of the approach.
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David Tranfield and Stuart Smith
Uses theory and empirical data to develop further the understanding of the strategic regeneration of manufacturing companies. Reviews literature relevant to the areas of…
Abstract
Uses theory and empirical data to develop further the understanding of the strategic regeneration of manufacturing companies. Reviews literature relevant to the areas of management and manufacturing strategy and organisational learning, identifying the importance of taking “resource based” views of strategy as a point of departure for aiding understanding of the process of manufacturing regeneration. Argues that regeneration can be understood from a change management perspective as a redefinition of tacit and explicit organisational routines. Reports the further development of earlier work and uses one exemplar case to describe and help begin understanding the complex process of strategic regeneration using an ecological, perceptual/cognitive, and structural analytical framework. Finally, draws some tentative conclusions on the nature and process of strategic regeneration and regenerative strategy, and notes the value and potential of taking a perspective based on the notion of “organisational routines” in attempting to understand this complex phenomenon.
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In an increasingly volatile and complex market environment, adaptability becomes essential to success. Basic to every manufacturing strategy is the identification of the…
Abstract
In an increasingly volatile and complex market environment, adaptability becomes essential to success. Basic to every manufacturing strategy is the identification of the technological means of meeting the firm’s competitive priorities. But what should guide the decision‐making process regarding which capabilities to develop, given rapid change and uncertain outcomes? Current manufacturing strategy models fall short of explaining how firms adapt to technological change and what is the source of that change. To meet this need, we can turn to evolutionary economics. The model presented in this paper holds that technologically embodied trade‐offs change the practices of technology users, creating momentum along existent trajectories. The paper reports evidence to support the model, gathered through a series of interviews with technology users, suppliers, and service providers. The findings indicate that manufacturing strategy forms a critical link not only in firms’ ability to adapt to change in their environments, but also in their ability to knowingly shape their futures.
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The purpose of this paper is to contest Mintzberg's influential “five Ps for strategy”. It exposes the negative side effect of these “five Ps” and urges a rethinking of the…
Abstract
Purpose
The purpose of this paper is to contest Mintzberg's influential “five Ps for strategy”. It exposes the negative side effect of these “five Ps” and urges a rethinking of the concept of strategy. It also points to an alternative direction for further research building on a more robust definition of strategy that does not aim to combine the five Ps but to focus instead on, and to draw boundaries around, the substance of strategy.
Design/methodology/approach
The key arguments of Mintzberg's article are critically evaluated and alternative arguments are advanced.
Findings
None of the “five Ps for strategy” satisfies the criteria of a good definition. However, their impact is still evident, especially the definition of “strategy as pattern” and the idea that any decision can be “more or less” “strategic”. The “five Ps” have served their intent at the time, and their impact now is more negative than positive.
Research limitations/implications
The “five Ps” are no longer useful in advancing the descriptive or prescriptive purposes of the strategy field. Researchers need to rethink the concept of strategy.
Practical implications
Leaders should not be confused by the “five Ps”. Instead, they should look for more rigorous and relevant definitions that help them think through their dynamic and uncertain environment.
Originality/value
This paper is probably the first to specifically contest the five definitions of strategy offered by Mintzberg and the argument behind them.
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