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Article
Publication date: 5 July 2011

Marius Pretorius and Rachel Maritz

More than ever, businesses need to get their strategy right. Part of achieving this is the approach to strategy making that is chosen. The purpose of this paper is to describe how

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Abstract

Purpose

More than ever, businesses need to get their strategy right. Part of achieving this is the approach to strategy making that is chosen. The purpose of this paper is to describe how strategy making happens on the continuum of deliberate versus emerging strategy.

Design/methodology/approach

Through in‐depth interviews with “strategy informants” (CEO's) in businesses and questionnaires to respondents (managers) in the same organizations, statistical techniques have helped us draw interesting conclusions about strategy making approaches, its elements and factors moderating the choice of strategy making approach. Through factor analysis, the construct of strategy making is informed by three concepts namely: “performance consensus”, “ends and means specificity” as well as “ends and means flexibility”.

Findings

“Ends and means specificity” was associated more with the deliberate strategy approach while “ends and means flexibility” was associated more with the emerging strategy approach. “Performance consensus” was neutral and therefore relevant to both approached. Approaches also show differences depending on the following characteristics: “degree of risk taking preferred”, “comfort with stability and predictability” as well as “primarily autonomous or individual behavior preferred”. Finally, strategy making approach is moderated by “firm size”, “CEO influence” and “environmental uncertainty”.

Originality/value

Knowing the appropriate strategy making approach gives managers flexibility. There is no need to choose one approach above the other but rather to be aware of benefits that can be derived from both. The fast changing environment places pressure on the use of emergent strategy, therefore performance consensus is critical contributor to successful use thereof.

Details

Journal of Business Strategy, vol. 32 no. 4
Type: Research Article
ISSN: 0275-6668

Keywords

Book part
Publication date: 14 September 2007

Martie-Louise Verreynne and Denny Meyer

Intrapreneurs are those employees who identify and pursue opportunities in a firm. By pursuing these opportunities with new products, services or processes, intrapreneurial…

Abstract

Intrapreneurs are those employees who identify and pursue opportunities in a firm. By pursuing these opportunities with new products, services or processes, intrapreneurial employees may influence the strategic direction of the firm, a process called intrapreneurial strategy-making. Little consideration has been given to how small firms may use this process to improve performance. To this end this paper describes the results of an empirical study conducted with 454 small firms. Analysis of the data indicates that intrapreneurial strategy-making has a significant positive relationship with firm performance, depending on the size of the firm, its organizational structure and the dynamism of the environment. It further shows that differentiation strategies may mediate this relationship.

Details

Entrepreneurial Strategic Processes
Type: Book
ISBN: 978-0-7623-1429-4

Article
Publication date: 30 August 2022

Arthur Kearney, Denis Harrington and Tazeeb Rajwani

This study aims to systematically review strategy making in the seaport context during a period of hyper uncertainty.

Abstract

Purpose

This study aims to systematically review strategy making in the seaport context during a period of hyper uncertainty.

Design/methodology/approach

A systematic review using the context, intervention, method and outcome (CIMO) framework is conducted in the domains of strategy making and the port sector taking account of hyper uncertainty caused by Brexit.

Findings

Strategy making (under conditions of hyper uncertainty) is shown to evolve from both stakeholder/supply chain embedded relationships and from chief executive officer and extra organisational inputs. Through an iterative process of internal resourcing, stakeholder engagement strategy development can be seen to impact five key outcomes of an emerging strategy making under hyper uncertainty: economic returns; societal and regional impacts; deeper improved market engagement; improved environmental sensing and potential for dynamic capability development.

Research limitations/implications

The systematic review integrates the existing fragmented research landscape regarding strategy making under hyper uncertainty, provides future research trajectories and develops a framework emerging from the review.

Practical implications

The framework offers port management and policymakers a tool to improve their engagement with strategy making under hyper uncertainty and associated outcomes.

Originality/value

The systematic review consolidates the fragmented literature and presents future research trajectories. The framework of strategy making under hyper uncertainty developed from the CIMO framework develops existing knowledge and contributes to academic theory.

Details

International Journal of Organizational Analysis, vol. 31 no. 7
Type: Research Article
ISSN: 1934-8835

Keywords

Article
Publication date: 12 December 2020

Arthur Kearney, Denis Harrington and Tazeeb Rajwani

Using a state of the art CIMO literature review the paper develops a framework of the relationship between strategy making in the small tourism firm context and four performance…

Abstract

Purpose

Using a state of the art CIMO literature review the paper develops a framework of the relationship between strategy making in the small tourism firm context and four performance outcomes.

Design/methodology/approach

The paper uses the CIMO literature review method, adapted from the wider management literature to structure and integrate the existing fragmented literature base.

Findings

Premised on the literature review, a framework of the relationship between strategy making and firm performance in context is posited. Emerging from a dominant owner/manager in a deeply embedded context strategy making influences firm performance across four dimensions. The influence is dynamic, continually subject to modification in a changing environment often mediated through emerging technology.

Research limitations/implications

The CIMO method provides an integrated framework of the relationship between strategy making and small firm performance in context hence overcoming limitations of the fragmented nature of the research landscape. Emerging from the review key future research trajectories is posited.

Practical implications

While highlighting the relationship between strategy making and performance, the proposed framework implies owner/managers play the key role in strategy making with opportunities and challenges in modifying existing strategy making emerging from owner/manager embeddedness. Opportunities for improved policy interventions are posited.

Originality/value

The paper applies the systematic review to the relationship between strategy making and the small tourism firm.

Details

International Journal of Entrepreneurial Behavior & Research, vol. 27 no. 2
Type: Research Article
ISSN: 1355-2554

Keywords

Book part
Publication date: 23 December 2005

Gabriel Szulanski, Joseph Porac and Yves Doz

Enduring scholarly interest in the process of strategy-making stems from an abiding assumption that some ways of strategizing are more efficacious than others, and thus lead to…

Abstract

Enduring scholarly interest in the process of strategy-making stems from an abiding assumption that some ways of strategizing are more efficacious than others, and thus lead to higher firm performance in the long run; higher than luck alone would bring. Expressions of interest in and endorsements of the strategy process are abundant in the academic literature. As Pettigrew (1992) points out, Hofer and Schendel's pioneering definition of strategic management is processual in character emphasizing the development and utilization of strategy. Rumelt, Schendel, and Teece (1994) list the policy process question – how does policy process matter? – as a fundamental question of the strategic management field. Porter (1996) expresses preoccupation with the leadership and organizational challenges of managing the process. And, Hamel (1988) exhorts the field to devote as much attention to the conduct of strategy, i.e., the task of strategy making, as they have to its content. For senior managers and leaders, the question of how to make effective strategies stands usually at the top of their agenda. Not surprisingly then, the quest to uncover stable principles of good strategy making has attracted much support and interest over the years.

Details

Strategy Process
Type: Book
ISBN: 978-1-84950-340-2

Abstract

Details

The Strategically Networked Organization
Type: Book
ISBN: 978-1-78635-292-7

Abstract

Details

The Strategically Networked Organization
Type: Book
ISBN: 978-1-78635-292-7

Article
Publication date: 1 September 1998

Linley C. Hartmann and Margaret Patrickson

This paper questions whether a decision making approach based on rational processes is appropriate considering recent developments in decision theory. The paper begins by…

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Abstract

This paper questions whether a decision making approach based on rational processes is appropriate considering recent developments in decision theory. The paper begins by comparing the behaviour of managerial decision makers with the expected behaviour of newly empowered employees in TQM programs. Whereas the complexity and diversity of managerial decision making is well recognised, training programs for newly empowered employees emphasise the objective use of data and rational decision strategies within a team context. This paper suggests other decision making strategies should also be included in training programs and reviews the research basis for this. The conclusion is that training for individuals which is limited to the normative models advocated within TQM ignores evidence which suggests that other decision strategies can be just as effective and that these may need to be addressed. Indeed, training in rational models may encourage newly empowered employees to discontinue their present adaptive behaviour.

Details

International Journal of Quality & Reliability Management, vol. 15 no. 6
Type: Research Article
ISSN: 0265-671X

Keywords

Article
Publication date: 16 November 2010

Henry F.L. Chung

The purpose of this paper is to establish a decision‐making governance framework for transferring a product/service from one EU host market to another.

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Abstract

Purpose

The purpose of this paper is to establish a decision‐making governance framework for transferring a product/service from one EU host market to another.

Design/methodology/approach

Prior research concerning the relation between marketing decision governance (centralised versus decentralised) and standardisation strategy/performance tends to focus on the home‐host scenario. This study has utilised the experience of 70 firms operating in the cross‐market scenario in the EU region – i.e. transferring a product/service from one EU host market to another – in order to establish its decision‐making governance framework. The respondents were operating in both the manufacturing and service sectors.

Findings

It was found that firms with large size and a high level of business experience, operating in a similar cross‐market environment, or in a country pair that has a difference in market potential, are more likely to pursue a decentralised governance. Firms operating in a highly different market environment and in host markets with a high variation in market potential are likely to adopt an adaptation strategy. Marketing decision governance is not suggested to be related to standardisation strategy. Decentralised governance is found to be related to profitability, while adaptation was associated with market share. Market share is related to profitability.

Originality/value

The research findings suggest that firms can utilise their decision‐making and standardisation strategy separately to achieve their performance objectives when operating across the EU region. The outcomes established in the study have provided a new guidance on the research concerning structure, strategy and performance.

Details

European Journal of Marketing, vol. 44 no. 11/12
Type: Research Article
ISSN: 0309-0566

Keywords

Article
Publication date: 30 November 2021

Hasan Tutar, Ahmet Tuncay Erdem and Ömer Karademir

There has been a rapid generational change in the business world in Turkey recently, and X generation managers are rapidly leaving their place to Y generation managers. In…

Abstract

Purpose

There has been a rapid generational change in the business world in Turkey recently, and X generation managers are rapidly leaving their place to Y generation managers. In countries with relatively young populations such as Turkey, management in family businesses passes into the hands of Generation Y. This study aims to examine the moderator role of the difference between old and new generation Y in the effect of self-efficacy perceptions on decision-making strategies.

Design/methodology/approach

This research, which was designed according to the quantitative research method, was designed according to the cross-sectional survey model, one of the general survey models. The research data were collected from a sample of 441 family business managers determined according to the simple random sampling technique. The data were analyzed and interpreted with various statistical techniques. Data analysis was done with AMOS. 20 and International Business Machines statistical package for the social sciences 22 data analysis programs.

Findings

According to the analysis findings, there is a significant relationship between the participants’ self-efficacy perceptions and decision-making strategies. Research findings old and new generation Y managers have different decision strategies. The research results showed that the dominant self-efficacy perceptions of the Y generation affect their decision-making strategies.

Research limitations/implications

This research only examines whether the old and new generation Y perceptions have a moderator function in the relationship between the participants’ self-efficacy perceptions and decision-making strategies. The research is quantitative research limited to family businesses. The results can be compared by repeating the research with other variables and in different samples, for example, by researching in public institutions. In addition, the way of reflecting the differences in perception to the management can be subjected to deeper analysis with mixed studies.

Practical implications

One of the important reasons for the difference in people’s approaches to events is their personality structure. Generational differences, which have been discussed primarily in recent years, make themselves felt in working life. The new working models arising from the different perspectives of the Y generation differ from the traditional business models. Today, in traditional business models, the manager profile is usually the X generation. However, the process is moving toward gaining essential positions in the management levels of the new Y generation. They put traditional managers in a difficult situation with their impatient behavior and desire to climb the career ladder quickly.

Social implications

In the studies conducted on the Y generation, it is understood that they do not favor the classical management approach based on the command-command relationship. The sense of loyalty of the Y generation is low compared to other generations and their organizational commitment levels are weak. There are determinations that they attach importance to flexible working style and want to do business using digital technologies. They are highly motivated in setting vision and participating in strategic decisions in organizations. These features differ significantly from the X-generation managers who adopt the traditional management approach.

Originality/value

Both emotional and cognitive characteristics influence decision-making behavior. The generation gap which shows common personality structures in a certain period is an important predictor of decision-making strategy. Research results and related studies significantly affect the decision strategies of the generation gap. No research has been found comparing the old and new Y generations. In this respect, it is thought that the research will contribute to theory, practice and method.

1 – 10 of over 263000