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Article
Publication date: 26 February 2024

Kenneth Cory

There are few concepts in the modern business lexicon where people feel as strongly confident in their understanding of its meaning – while there is simultaneously such profound…

Abstract

Purpose

There are few concepts in the modern business lexicon where people feel as strongly confident in their understanding of its meaning – while there is simultaneously such profound disagreement in how people actually define the term – than the concept of “strategy.” After decades of research and publications trying to correct this situation, the problem remains. It is difficult to advance the field, teach the field, or even effectively put it into practice if you cannot define what “it” is in a clear, concise, and meaningful way. This paper offers updated definitions of key strategic management concepts.

Design/methodology/approach

A large academic and practitioner literature review was added to the author’s personal experience as a Fortune 500 chief strategy officer and university professor to identify five separate concepts at the heart of current colloquial uses of the term “strategy.” These concepts were then clarified and defined with implications summarized.

Findings

The generic term “strategy” is frequently used in place of multiple other very distinct concepts. This problem of concept ambiguity can be greatly reduced by understanding and emphasizing the definitions and usage of five other, already existing, business terms – “Strategic Management,” “Strategic Planning Process,” “Strategic Plan,” “Realized Strategy,” and “Business Model.”

Originality/value

This paper identifies the negative effects of the misuse of the term strategy and offers clear, concise remedies. Resolving the definition problems is a necessary precursor to the advancement, education, and practice of the field.

Details

Strategy & Leadership, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 1087-8572

Keywords

Open Access
Article
Publication date: 18 January 2024

Louise B. Kringelum, Casper Gamborg Holm, Jens Holmgren, Ole Friis and Katrine Freja Jensen

The purpose of this paper is to contribute to the successful implementation of digitalization by exploring what characterizes strategy work undertaken by companies that have…

Abstract

Purpose

The purpose of this paper is to contribute to the successful implementation of digitalization by exploring what characterizes strategy work undertaken by companies that have achieved digital transformation. Based on empirical data, the authors delineate five essential strategic actions that are prerequisites for digital transformation: discuss and communicate the vision and strategy; align resources and activities with the strategy; ensure a continuous focus on operational improvements and efficiency; create an orientation toward customer or user needs and expectations; and develop the competencies of top managers, middle managers and employees.

Design/methodology/approach

Between January 2021 and February 2022, the authors conducted a survey on strategy work in Danish organizations with 2,251 respondents. The respondents encompass top managers, middle managers and employees representing 1,164 organizations.

Findings

The authors identify five strategic actions that positively influence whether organizations incorporate digitalization into their strategy work. These strategic actions can support organizations in their strategy work regarding digital transformation and offer valuable insights and inspiration for leaders currently undertaking the journey of digital transformation.

Research limitations/implications

Based on the empirical data, it is not possible to deem one action as more important than another in the context of digital transformation, as each action contributes significantly to facilitating the process. Given the nature of empirical data, the strategic actions reflect correlation rather than causation.

Originality/value

The empirical insights provide valuable practical guidance for leaders in managing digital transformation as a part of strategy work, which is typically discussed in a more conceptual manner. In addition, the authors identify new areas for further in-depth exploration in practice.

Details

Journal of Business Strategy, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 0275-6668

Keywords

Book part
Publication date: 24 October 2018

Yu.G. Chernysheva and G. I. Shepelenko

The authors investigate the essence of individual entrepreneurship activities’ strategy; they provide characteristics of survival, growth, and product strategies; they also prove…

Abstract

The authors investigate the essence of individual entrepreneurship activities’ strategy; they provide characteristics of survival, growth, and product strategies; they also prove the reasons for overwhelming use of survival strategy compared to growth strategy to ensure individual entrepreneurship activities. The importance of forming a proper product strategy to survive in the severe competition is shown. The authors suggest estimating the compliance of the chosen strategy with the potential and opportunities of an entrepreneur and assessing risks built in the strategy. The authors also suggest monitoring the growth goals and controlling their compliance with the chosen strategy.

Details

Contemporary Issues in Business and Financial Management in Eastern Europe
Type: Book
ISBN: 978-1-78756-449-7

Keywords

Abstract

Details

Mapping a Winning Strategy: Developing and Executing a Successful Strategy in Turbulent Markets
Type: Book
ISBN: 978-1-78756-129-8

Book part
Publication date: 21 September 2018

James D. Westphal

In this chapter, I draw from theory and research on intergroup relations and decoupling to critique prevailing conceptions of behavioral strategy, and then propose a viable…

Abstract

In this chapter, I draw from theory and research on intergroup relations and decoupling to critique prevailing conceptions of behavioral strategy, and then propose a viable alternative. I suggest that prevailing definitions of behavioral strategy exclude or marginalize theoretical perspectives that should logically be included, which has (1) created undesirable ingroup/outgroup dynamics in the strategy field and (2) resulted in decoupling between behavioral strategy as defined by category leaders and the actual content of research conducted by category members. I contend that this state of affairs has likely reduced the impact of behavioral strategy on other disciplines, and also likely constrained its impact on non-academic audiences. As an alternative, I propose a more interdisciplinary approach that involves identifying behavioral mechanisms that explain how social and psychological processes at different levels of analysis interact and interrelate to affect strategy and performance.

Details

Behavioral Strategy in Perspective
Type: Book
ISBN: 978-1-78756-348-3

Keywords

Abstract

Details

Translating Knowledge Management Visions into Strategies
Type: Book
ISBN: 978-1-78973-763-9

Abstract

Details

Translating Knowledge Management Visions into Strategies
Type: Book
ISBN: 978-1-78973-763-9

Abstract

Details

Translating Knowledge Management Visions into Strategies
Type: Book
ISBN: 978-1-78973-763-9

Abstract

Details

Translating Knowledge Management Visions into Strategies
Type: Book
ISBN: 978-1-78973-763-9

Abstract

Details

Mapping a Winning Strategy: Developing and Executing a Successful Strategy in Turbulent Markets
Type: Book
ISBN: 978-1-78756-129-8

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