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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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Book part
Publication date: 12 May 2017

Mitsuru Kodama

This chapter discusses the theoretical framework of the strategic knowledge creation process for realizing business innovation. It presents an explanation of the…

Abstract

This chapter discusses the theoretical framework of the strategic knowledge creation process for realizing business innovation. It presents an explanation of the relationship between the concept of the business community that originates with the formation of “Ba” (which is required in the formulation and execution of the strategic knowledge creation process) and the strategic knowledge creation process. The chapter also analyzes and examines the theoretical framework where the holistic leadership of practitioners achieves new business innovation through the formation of a business community, which is the organizational platform for practicing strategic knowledge creation, that is, the sharing, inspiration, creation, and stockpiling of knowledge.

In particular, the chapter presents a dynamic, theoretical framework where all practitioners at every level of management demonstrate holistic leadership across a three-layered structure (three practice layers) including the formal organization layer, the informal organization layer, and the psychological boundary layer to connect elements for formulating and executing macro and micro strategies and the business community, which has its origins in the formation of “Ba,” to drive the strategic knowledge creation processes.

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Developing Holistic Leadership
Type: Book
ISBN: 978-1-78714-421-7

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Book part
Publication date: 6 September 2021

Carsten Lund Pedersen and Torben Juul Andersen

This study of a market-leader in a turbulent hostile telecommunications market uncovers how the competitive context influences strategy-making and cultivates central…

Abstract

This study of a market-leader in a turbulent hostile telecommunications market uncovers how the competitive context influences strategy-making and cultivates central control that opposes autonomous initiatives. It shows how a highly competitive industry context reduces organizational slack that inhibits autonomy and drives central actions. Strategic initiatives primarily arise as deliberate actions induced by top management. This creates an information gap between ongoing experiences gained by employees operating in the periphery of the organization and the perceptions of decision-makers at the corporate center. In this organizational setting, the authors observe maverick behavior among entrepreneurial individuals that deliberately circumvent the formal rules to turn autonomous initiatives into viable strategic ventures in the best interest of the firm. Where conventional views presume that power delegation and organizational slack are necessary for autonomous strategic initiatives to emerge, the authors find that central control can provoke autonomous rule-breaking maverick behavior among resource-deprived entrepreneurial individuals inside the organization.

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Strategic Responses for a Sustainable Future: New Research in International Management
Type: Book
ISBN: 978-1-80071-929-3

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Article
Publication date: 24 June 2020

Claire-France Picard, Sylvain Durocher and Yves Gendron

This paper investigates the strategic processes surrounding the development, in accounting firms, of office (re)design projects and their overarching objectives.

Abstract

Purpose

This paper investigates the strategic processes surrounding the development, in accounting firms, of office (re)design projects and their overarching objectives.

Design/methodology/approach

The authors’ investigation relies on a series of interviews with individuals from different accounting firms involved in the decision process related to office (re)design projects. A triangular template made up of strategy, space and time informs the analysis, which the authors complement by relying on a strategy-as-practice integrated framework.

Findings

The authors found that accounting firm office (re)design projects are characterized by a strategic spatial agenda that aims to define and create present organizational time, in ways that embed a particular vision of the future. The analysis brings to light the interrelationships between strategy practitioners, strategy practices and strategic work through which the future is actualized. Office design processes involve not only the physical transformation of office space; they also promote a prominent agenda to modify, in the long run, office members' minds. Hence, office (re)design processes may be conceived of as a significant device in the socialization of accounting practitioners.

Research limitations/implications

This study underscores that spatial strategizing constitutes a major device through which the future is brought into the present. As such, the analysis provides insights not only into the processes through which space transformations take place, but also into their underlying agenda. The latter promotes the advent, in present time, of the organic office of the future.

Practical implications

This analysis brings to the fore a concrete illustration of how the strategy-space-time triangle operates in organizational life. The authors underline the key role played by strategists in charge of designing the office of the future.

Originality/value

This study extends the burgeoning literature whose analytical gaze is informed by the strategy, space, and time triangle.

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Accounting, Auditing & Accountability Journal, vol. 33 no. 5
Type: Research Article
ISSN: 0951-3574

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Article
Publication date: 13 May 2014

Kristy de Salas and Craig Huxley

Developing an organisational, business, or corporate strategy is an important process which sets the direction and the scope for the business, over a period of time. While…

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2698

Abstract

Purpose

Developing an organisational, business, or corporate strategy is an important process which sets the direction and the scope for the business, over a period of time. While any organisation can create their own strategy, not all strategies are well executed and lead to business success. What is required is a process that provides a holistic understanding of an organisational strategy, and clear links between the elements of the strategy and the organisational processes that will be central to its execution. The paper aims to discuss these issues.

Design/methodology/approach

This paper describes three case studies of medium-sized organisations that were the research context in which the methodology for developing and representing Strategy-to-Process Maps was developed and iteratively refined.

Findings

Each of these three case organisations had identified a need to better understand their strategic objectives by a stronger visual representation of the components of their strategy, as well as a need to identify how their daily operational tasks contributed to, or distracted from, the achievement of their strategic goals. These cases assisted in the creation of a method of both facilitating better understanding of strategy through visualisation, and better execution through linking strategy to process. This methodology resulted in the employees of these organisations gaining a much stronger understanding of the strategic directions of the organisation and improved the three elements of effective strategy execution: visibility; leverage and responsiveness.

Originality/value

Strategy-to-Process Maps provide a new way in which organisations can communicate without reliance on any specific strategy development methodology; and can execute their strategy more effectively by linking it closely with organisational processes.

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Journal of Strategy and Management, vol. 7 no. 2
Type: Research Article
ISSN: 1755-425X

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Article
Publication date: 5 April 2019

Craig Randall and Eric B. Dent

Early works in strategic management described strategy process and were quickly followed by a plethora of strategy content articles focusing on tools, theories, frameworks…

Abstract

Purpose

Early works in strategic management described strategy process and were quickly followed by a plethora of strategy content articles focusing on tools, theories, frameworks and models for use in strategizing. Subsequently, strategy research and pedagogy diverged along these lines and the two streams have not been satisfactorily reconciled. As the process incorporates content and content requires process, this paper seeks to answer the question; can some relational consistency and historical reconciliation be developed? The purpose of this paper is to propose a process/content interrelation and a generic model of strategizing.

Design/methodology/approach

The authors first identify the opportunity for this integration through the historical development of the two streams. The authors then review contemporary scholarly literature, strategic management textbooks and university syllabi to determine which elements of the strategy process and content are most frequently promulgated.

Findings

The authors discover a generally ubiquitous core of concepts, but great inconsistency in how they are emphasized, linked and/or applied. Beyond these core concepts, faculty syllabi included a wide range of more idiosyncratic content (appearing very infrequently – possibly related to instructor research or interest areas), such as blue ocean or game theory. The authors then propose a 2 × 2 matrix with axes of the level of analysis and stage of activity. The authors provide a populated matrix and discuss the implications of this matrix for future scholarship and teaching.

Originality/value

This paper begins a process of integrating the historical divide between strategy process and strategy content. It provides insights for classroom faculty, historians and practitioners.

Details

Journal of Management History, vol. 25 no. 3
Type: Research Article
ISSN: 1751-1348

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Article
Publication date: 1 August 2003

A.D.F. Price

This paper investigates current approaches to the process of managing strategy within the construction industry. The results from nine case studies have been summarised…

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4289

Abstract

This paper investigates current approaches to the process of managing strategy within the construction industry. The results from nine case studies have been summarised under the headings of: defining the process of developing strategy; activities and outputs associated with the strategic process; strategic tools and techniques used in the process; outputs to the strategic process and factors that govern strategic success time scale for planning horizons; the level of personnel involvement; and the most important factors for successful implementation of strategy. The strategic frameworks adopted by the case study organisations have been combined into a single framework for managing the strategic process. Several issues of strategic concern were identified and recommendations have been put forward under three headings: development of the strategic process; improvement of internal and external audits; and increased application of appropriate tools and techniques.

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Engineering, Construction and Architectural Management, vol. 10 no. 4
Type: Research Article
ISSN: 0969-9988

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Article
Publication date: 16 February 2015

Thomas Wrona and Tina Ladwig

The major part of studies in the field of strategic cognition focussed on strategy content, while process studies are comparatively rare. Those of the studies that are…

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1225

Abstract

Purpose

The major part of studies in the field of strategic cognition focussed on strategy content, while process studies are comparatively rare. Those of the studies that are dedicated to explain strategy occurrence are dominantly restricted to formal decision making. In contrast to this, the purpose of this paper is to draw on a framework that helps to get a differentiated picture on contingent processes, strategies may pass through in organizations. Furthermore, an own elicitation procedure is introduced that enables to measure strategic cognition on different levels.

Design/methodology/approach

The paper provides an empirical approach by applying collective causal mapping techniques, both on an individual as well as collective level. The conceptual framework of the study rests on the “genesis” concept of strategy formation introduced by Kirsch and colleagues.

Findings

The main contribution of the paper is the presentation of a methodical approach to study the formation of shared strategic orientations in small companies. An operationalization to study these cognitive processes, based on collective causal mapping techniques is provided.

Practical implications

Applying the methodical approach presented in the paper is expected to make a contribution to the understanding of the shared knowledge of organizational members about major strengths and weaknesses of a new strategic reorientation and to contribute to practical concerns of organizational members in specific problematic situations, especially in small companies.

Originality/value

The study empirically approaches the complex phenomenon on strategy formation in small companies and therefore expands the understanding of shared cognition in organizations.

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Journal of Strategy and Management, vol. 8 no. 1
Type: Research Article
ISSN: 1755-425X

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Article
Publication date: 1 March 1991

John C. Anderson, Roger G. Schroeder and Gary Cleveland

Manufacturing strategy has become a subject of increasingimportance to practice and research. It involves two elements: contentand process. The content of manufacturing…

Abstract

Manufacturing strategy has become a subject of increasing importance to practice and research. It involves two elements: content and process. The content of manufacturing strategy has recently received considerable attention. The process of manufacturing strategy has not received the same level of emphasis. There is little prescriptive literature on the subject, and even less literature of an empirical nature. It is argued that effective manufacturing strategy is inseparable from an effective process for the development of manufacturing strategy. This article provides some beginnings with regard to the process of manufacturing strategy by (1) exploring and drawing out concepts and methodologies in existing literature which can contribute to the process of manufacturing strategy, (2) reporting on an empirical study of the process of manufacturing strategy involving 53 manufacturing executives within organisations primarily from the midwest region of the USA, and (3) developing implications for future practice and research.

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International Journal of Operations & Production Management, vol. 11 no. 3
Type: Research Article
ISSN: 0144-3577

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Article
Publication date: 16 October 2017

Julia Hautz

While strategy was traditionally perceived as exclusive, and limited to small groups within organizations, recently a shift toward greater openness through inclusion of a…

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1525

Abstract

Purpose

While strategy was traditionally perceived as exclusive, and limited to small groups within organizations, recently a shift toward greater openness through inclusion of a larger number and variety of actors is emerging. The purpose of this paper is to adopt a social network perspective to develop a theoretical framework on how this increased openness has a varying impact in the different phases of the strategy process.

Design/methodology/approach

The author suggests that the strategy process is shaped through social interactions between individuals. Specifically the author conceptualizes how introducing openness affects individuals’ structural and relational characteristics, which impact generating new strategic ideas (variation), and selecting (selection), and integrating them into the existing set of routines (retention).

Findings

The framework shows that benefits and costs of increased openness balance differently. While substantial benefits may be realized in the idea generation phase, costs may outweigh the benefits in the selection and retention phase.

Practical implications

Based on the framework, implications can be drawn on how openness should be introduced in the different phases of the strategy process. Specifically the author discusses appropriate open strategy tools based on social technologies, which organizations can use to benefit from openness in the different stages.

Originality/value

Open strategy is a newly emerging phenomenon, which seems to fundamentally change the strategist’s work. More open, inclusive ways of strategizing offer new benefits but also create costs in the strategy process. This paper deepens the theoretical understanding of the consequences of openness in the strategy process.

Details

Management Decision, vol. 55 no. 9
Type: Research Article
ISSN: 0025-1747

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