Search results
1 – 10 of over 78000E. Frank Harrison and Monique A. Pelletier
The purpose of this article is to extend and reinforce previous research intended to demonstrate that a process model of decision making is conducive to strategic decision…
Abstract
The purpose of this article is to extend and reinforce previous research intended to demonstrate that a process model of decision making is conducive to strategic decision success. Using a strategic decision matrix with a two‐dimensional focus, 16 high‐visibility strategic decisions from different corporations in the 1990s are evaluated and classified to support the hypothesis that a formal decision‐making process is conducive to successful strategic decision outcomes. The results of this evaluation clearly indicate that, in the absence of a managerial decision‐making process, successful outcomes are unlikely to materialize. Conversely, although a process‐oriented approach to strategic choice affords no guarantee of a successful outcome, the likelihood of this occurrence tends to increase with this approach. This revisiting of strategic decision success confirms earlier research in this critical area. Hopefully, it will elicit subsequent research of a similar nature.
Details
Keywords
William J. Rothwell and H.C. Kazanas
This article discusses the place of the survey as one approach to human resource strategic planning. Viewed as a simple, efficient and effective approach to be used in the overall…
Abstract
This article discusses the place of the survey as one approach to human resource strategic planning. Viewed as a simple, efficient and effective approach to be used in the overall strategic planning process, the survey may produce desirable results that would be acceptable to all involved. It also provides opportunities to many individuals in the organisation to become directly or indirectly involved in the planning process, a phenomenon that is increasing in importance to management and non‐management people.
In a world of never-ending change, leaders must elevate above the battlefield and retain alignment with strategic purpose. Linking strategic foresight attitudes and activities…
Abstract
Purpose
In a world of never-ending change, leaders must elevate above the battlefield and retain alignment with strategic purpose. Linking strategic foresight attitudes and activities aids leader to integrate the long and short-term. This article offers leaders elements of the US Army’s Operational Art model to easily apply when looking long and acting short-term.
Design/methodology/approach
Strategic foresight utilizes a scenario-based approach linked to the US Army’s Operational Art model to allow decision makers to both think more strategically and act upon the strategy day-to-day.
Findings
Strategic foresight creates both the shared vision throughout the organization and linkages to mental models that align actions. Linkage to the US Army’s Operational Art model creates an easy implementation framework.
Practical implications
For leaders overwhelmed with the day-to-day, linking strategic foresight attitudes and activities aids leader to integrate the long and short-term. The US Army Operational Art model provides an implementation method.
Originality/value
The briefing saves busy executives 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.
Details
Keywords
E. Frank Harrison and Monique A. Pelletier
Strategic decisions represent the most important product of managerial endeavors; and strategic choice is the most critical variable in strategic management. This article advances…
Abstract
Strategic decisions represent the most important product of managerial endeavors; and strategic choice is the most critical variable in strategic management. This article advances a set of foundations in which the effectiveness of a total organization may be ascertained from the effectiveness of the strategic decisions made by its senior executives. A categorization of strategic decision effectiveness is presented that is derived from managerial attitudes toward a given strategic choice and the process from which it originates.
Details
Keywords
Hussam A. Al‐Shammari and Raef T. Hussein
This study is designed to examine strategic planning practices in Jordanian manufacturing organizations (JMOs). Two issues are of primary concern here. The first is related to the…
Abstract
Purpose
This study is designed to examine strategic planning practices in Jordanian manufacturing organizations (JMOs). Two issues are of primary concern here. The first is related to the extent of using strategic planning in JMOs, while the second issue is concerned with the infrastructure necessary to implement successful strategic planning.
Design/methodology/approach
Data were collected via a questionnaire that was administered to the CEOs of the 37 manufacturing firms included in this study. Out of the 37 questionnaires distributed, 28 were returned representing a response rate of 76 percent.
Findings
Results reveal that 39 percent of JMOs are implementing strategic planning, whereas 61 percent are not. Results also indicate that while JMOs managers possess strong and positive attitudes toward strategic planning; these attitudes have not been translated into real commitment. A low to moderate level of commitment, low level of participation, and moderate strength of information system are found in this study.
Originality/value
So far, only limited empirical research has been conducted to explore strategic planning practices in Jordanian business organizations (JBOs). Our current study is among the few pioneering studies that have contributed to the enhancement of our understanding of strategic planning practices in JBOs.
Details
Keywords
Munqith M. Daghir and Kais I. H. Al Zaydi
This research suggests that strategic thinking can be measured depending on cognitive logic. By developing Jung’s model, we can reach a new model, which consists of five thinking…
Abstract
This research suggests that strategic thinking can be measured depending on cognitive logic. By developing Jung’s model, we can reach a new model, which consists of five thinking types of human beings. The strategic thinking type stands at the central part of this model. This is due to the fact that this type of thinking, which has become essential to every modern manager, is the function of all other types of thinking. A strategic thinker is the main changing agent in every organization. The cognitive approach applied refers to thinking as a bridge between the environment and observed behavior. Behavior is a direct reflection of thinking. It is not just a reflection of environment and its stimulus, as behaviorists believe. Strategic process matches cognitive logic much more than behavior logic does. Depending on (Z) test, we can statistically define the area of the type of strategic thinking. This area shows that strategic thinking is a unique type of thinking which can be measured through a combination of attitudes measurement and thinking process measurement. The validity of this model is checked by the strategic change attitudes of the respondents. The result shows that the measurement of strategic thinking suggested by our model is valid. Nevertheless, the researchers believe that this result can not be fullproof unless more research tests their claims.
Details
Keywords
Rodolfo Baggio, Cristina Mottironi and Magda Antonioli Corigliano
The purpose of this paper is to evaluate the online presence of Italian destination management organizations (DMOs) by assessing the quality of their web sites through a…
Abstract
Purpose
The purpose of this paper is to evaluate the online presence of Italian destination management organizations (DMOs) by assessing the quality of their web sites through a demand‐side heuristic approach. Moreover, given the importance of a clear strategic vision for an efficient and effective use of online media, the paper examines the alignment between tourism development plans and practical implementation of information and communication technologies (ICT). Finally, the possible impact of the adoption of a strategic approach on the overall quality of the web sites under investigation is explored.
Design/methodology/approach
A double analysis was conducted. An assessment of the main quality features of the official tourism web sites and an evaluation of the statements of public authorities concerning strategic intentions and guidelines for developing ICT instruments. The two evaluations are compared in order to examine their relationships. A strategic matrix of the technological performance and attitude of Italian regional authorities is proposed.
Findings
The quality of the Italian DMOs' web sites is satisfactory, on average. Weaknesses are found in the offer of interactive services and Web 2.0 functions. Moreover, an improvement in the user evaluations with respect to the past demonstrates the attention given to ICTs by the DMOs. As a matter of fact, the strategic plans examined deal, in general, relatively well with ICT issues, while it is also shown that poor strategic vision, as expressed in the promotional plans, is related to poor performance of some web sites.
Originality/value
The paper assesses the quality of Italian DMOs' web sites quality as perceived by visitors and, for the first time, relates the evaluations to how ICT strategic plans deal with the issue.
Details
Keywords
Angelica Moè, Cesare Cornoldi, Rossana De Beni and Luisa Veronese
Self-regulation skills, such as organisation, self-evaluation, personal elaboration, metacognitive attitude and strategic awareness are very important predictors of academic…
Abstract
Self-regulation skills, such as organisation, self-evaluation, personal elaboration, metacognitive attitude and strategic awareness are very important predictors of academic achievement. However, research has not studied in depth the factors that facilitate the use of good self-regulatory skills. The present research was intended to study the role of some factors that could affect these self-regulation skills, in particular depressive attitude and motivational beliefs. A group of 246 adolescents, aged between 14 and 18, were administered self-report questionnaires devised to test aspects underlying self-regulation. A preliminary factor analysis confirmed the centrality of the three-hypothesised aspects: motivational beliefs, depressive attitude, and self-regulation-skills. A path analysis revealed that there are important links between motivational beliefs and self-regulation and between depressive attitude and motivational beliefs. Some educational implications are discussed.
Sander Kern and Rik van Reekum
In this chapter a typology is presented that typically describes strategic patent management practices in four development categories. The underlying framework integrates patent…
Abstract
In this chapter a typology is presented that typically describes strategic patent management practices in four development categories. The underlying framework integrates patent functions with strategic planning attitudes. Policy makers can apply it to survey the actual use of patents in order to identify the potential for improvement in SME-owned patent exploitation. Managers of these organisations can use it to evaluate the current patent management practice for taking the next step towards a more active use of patents. Operationalisation of the framework into a questionnaire is grounded in a pilot study of three biotechnology firms, differing in size and age. The result has consequently been applied in a case study consisting of 16 small-sized biopharmaceutical companies in the Netherlands. After presenting results from this sample of patent management practices, we present our findings and discuss the validity and use of the typology for the above-mentioned purposes.
Chun‐Hsien Liu and Chu‐Ching Wang
The paper aims to develop a service taxonomy model and a mathematical process to forecast a competitor's service business strategy in a multiple service business context by…
Abstract
Purpose
The paper aims to develop a service taxonomy model and a mathematical process to forecast a competitor's service business strategy in a multiple service business context by inputting CI data such as the profits of existing core services.
Design/methodology/approach
A qualitative method of literature review is adopted to build a service taxonomy model and form two propositions. Based on the multiple business process integration concept of the resource‐based view, a mathematical process constituted by service modules and weights is developed. Salient components of the competitor's service business are identified to forecast the competitor's service business strategy after utilizing optimization heuristics of 80/20 and large number rules.
Findings
The model is able not only to forecast a competitor's service business strategy, but can also help develop the firm's own new service strategy. The resources of the firm can then be realigned to counteract the competitor's strategy.
Research limitations/implications
The developed model is mainly applicable to service businesses. The collection and use of CI data must consider ethical issues, which might limit the sources of data.
Practical implications
To forecast a competitor's strategy correctly , good quality CI practice is necessary. Experienced people in the CI department are critical to the production of good quality forecasts.
Originality/value
The contribution to CI impact studies is that the mathematical forecasting process is developed based on qualitative service taxonomical research. Key elements of the service process are identified as salient elements, which serve as the main focusing points in forecasting competitors' strategy.
Details