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1
Hosseinian-Far, Amin, and Victor Chang. "Sustainability of Strategic Information Systems in Emergent vs. Prescriptive Strategic Management." International Journal of Organizational and Collective Intelligence 5, no. 4 (October 2015): 1–7. http://dx.doi.org/10.4018/ijoci.2015100101.
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Since the introduction of the ‘Strategic Information Systems' (SIS) concept by Wiseman in 1985, there have been numerous efforts in incorporation of such systems by businesses for the very main reason of gaining competitive advantage. Considering the broad categorization of Strategic Management into emergent and prescriptive types, integration of SIS into business processes seems to be dissimilar in these two categories. This paper initially outlines the phases in the two types of strategic management approaches. It then intends to produce a framework for integration of SIS in each of the two methods. Lastly, the sustainability of SIS in emergent and prescriptive strategic management is compared. Our points of views on the Modern SIS have been presented.
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Bivainis, Juozas, and Živile Tunčikiene. "METHODOLOGICAL APPROACHES TO STRATEGIC PLANNING OF PUBLIC SECTOR INSTITUTIONS." Technological and Economic Development of Economy 11, no. 1 (March 31, 2005): 3–15. http://dx.doi.org/10.3846/13928619.2005.9637677.
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In order to implement strategic planning institutions confront with a great number of problems the basic of which is the choice of methodological approach. In this article particularity of strategic management approaches within institutions is revealed. Special literature does not provide clear methodological recommendations for strategic planning of institutions. Opinions of strategic management commentators are more polemic than recommendations. In the literature two essential approaches to strategic planning are provided, i.e. prescriptive and emergent. Fulfilled researches create preconditions to specify and systematize essential characteristics of approaches. Prescriptive strategic planning can be defined by sufficient foresight of future, systemic complexity, necessary definition, large possibilities of formalization, one‐sided adaptation of strategic decisions with organizational structure, petty stimulation of initiative, stable consistency of planning steps. Emergent strategic planning can be defined by petty foresight of future, fragmentary complexity, weak definition, limited formalization, double‐sided adaptation of strategic decisions with organizational structure, large creativity, unstable sequence of planning steps. This characteristics are being handled as assumptions. According to the prescriptive approach they are favorable for preparing decisions, which are oriented to increase opportunities of institution strategic accordance with its environment demands. According to the emergent approach ‐ they are favorable for preparing decisions which are oriented to emerge institution potential for opportunities used. With regard to inside and external environment factors of institution which predetermine the choice of methodology, the regularities of coherency of factors and methodologies which are suggested to apply for integral combination of approaches in specific institutions situation are defined.
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Silva, Oberdan Teles da, Cassiane Chais, Adrieli Alves Pereira Radaelli, Paula Patrícia Ganzer, Maria Emilia Camargo, Pelayo Olea Munhoz Olea, and Eric Charles Henri Dorion. "PRÁTICAS DE GESTÃO E ESTRATÉGIAS PRESCRITIVAS: UM ESTUDO MULTICASOS." Revista Gestão e Desenvolvimento 15, no. 1 (January 1, 2018): 167. http://dx.doi.org/10.25112/rgd.v15i1.507.
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A pesquisa apresentou como se desenvolve a conduta estratégica e o alinhamento das práticas de gestão com relação às estratégias prescritivas do setor moveleiro de Lagoa Vermelha. A abordagem utilizada foi qualitativa com técnica de casos múltiplos em três indústrias do setor. Utilizou-se roteiro de entrevista não estruturado, a partir de quadro conceitual das escolas prescritivas e descritivas da estratégia. Nas escolas prescritivas identificou-se que a formatação da conduta estratégica de custo formatado por meio de consultoria, outra desenvolve estratégia de custo e diferenciação valorizando elementos exógenos para a sua formatação tendo apoio de consultoria, a terceira possui estratégia de diferenciação sendo pró ativa desenvolvida de forma emergente considerando elementos exógenos e endógenos. Pode-se concluir que as práticas de gestão aumentam na medida em que as organizações desenvolvem estratégias de diferenciação. Palavras-chave: Estratégias prescritivas. Estratégias descritivas. Polo moveleiro.ABSTRACTThe research explained how to develop strategic management and alignment of the management practices of companies in the study, with respect to prescriptive strategies in the furniture sector of Lagoa Vermelha. The approach was qualitative technique with multiple cases in three industries. interview guide was used unstructured, from conceptual framework of prescriptive and descriptive schools of strategy. In prescriptive schools identified that the format of the strategic conduct cost formatted through consulting, another develops cost strategy and differentiation valuing exogenous elements for formatting with consulting support, the third has differentiation strategy being developed active pro so emerging considering exogenous and endogenous factors. It can be concluded that management practices increase as organizations develop differentiation strategies.Keywords: Prescriptive strategies. Descriptive strategies. Polo furniture.
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Borrero, Silvio, Alejandro Acosta, and Aida F. Medina. "Culture, strategy formulation, and firm performance: a meta-analysis." Academia Revista Latinoamericana de Administración 33, no. 1 (March 2, 2020): 147–76. http://dx.doi.org/10.1108/arla-01-2018-0013.
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PurposeThis article explores how strategy formulation affects firm performance to determine whether rational/analytical strategy formulation is more effective than emergent/reflexive strategy formulation. Additionally, the article assesses if such superiority holds for different cultural contexts.Design/methodology/approachMeta-analysis was performed using the Raju, Burke, Norman, and Landis (RBNL) procedure applied to a dataset of 43 empirical studies reporting 54 effect sizes on strategy–performance relationships.FindingsImplementing a formal strategy formulation process positively relates to firm performance. Rational/analytical formulation approaches are more effective than emergent/reflexive approaches in enhancing firm performance, especially for cultures with low future orientation, high uncertainty avoidance, and high power distance.Research limitations/implicationsThe reduced number of published empirical studies limited the scope and generalizability of the results across countries, industries, or firms. This limitation might be especially true for Latin American firms given the absence of relevant studies in this region. Another potential limitation is related to the distinction between strategy formulation and strategy implementation. Given the empirical nature of the studies meta-analyzed, strategic tools are used as a proxy to determine the formulation approach.Practical implicationsFirms that operate in short-term oriented, uncertainty-avoiding, and elitist cultures should favor implementing rational/analytical strategy formulation techniques rather than emergent/reflexive approaches. Although prescriptive recommendations are limited by the lack of studies in Latin America, firms in this region would seem to be better off using rational/analytical strategy formulation approaches.Originality/valueThese findings provide a partial explanation for the varying results yielded by strategy formulation and suggest cultural contexts in which rational/analytical strategy formulation should be more effective than emergent/reflexive approaches.
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Schmidt, Holger J., and Jörn Redler. "How diverse is corporate brand management research? Comparing schools of corporate brand management with approaches to corporate strategy." Journal of Product & Brand Management 27, no. 2 (March 12, 2018): 185–202. http://dx.doi.org/10.1108/jpbm-05-2017-1473.
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Purpose This paper contrasts research streams in corporate brand management (CBM) with perspectives on corporate strategy (CS). The aim is to examine whether CBM research is as diverse as research on CS and to identify potentially new research perspectives within CBM. Design/methodology/approach First, the main dimensions to capture approaches and directions in general strategy research are carved out and integrated into a framework for subsequent analysis (strategy descriptor cube). Second, research streams within CBM are clustered into predominating schools. Third, the framework is then used to classify the identified schools, allowing further evaluation. In doing so, an innovative view on the status of and developments in CBM research is provided. Findings Most schools of CBM are built on rational and prescriptive approaches, while political and emergent conceptions are hardly addressed. Thus, from the strategy-derived dimensions, approaches to CBM are surprisingly homogenous, with only one school diverging from the dominating pattern. A variety of perspectives as found in strategy research cannot be validated for CBM. Alternative conceptualizations to CBM in terms of assumptions about the genesis of strategic directions and the perspective of analysis might provide impetus for progress in CBM research. Research limitations/implications The question arises why emergent and political perspectives have not been seriously pursued in the past decades of brand research. Researchers might seize opportunities to be further stimulated from the many faceted research approaches in CS. Further dimensions for description, as well as alternative clusterings of CBM schools, should be discussed. Practical implications A broadening of perspectives, including potentially a more attentive reception of agile trends in CBM, might become increasingly relevant for CBM practitioners. As new realities shape the present and future of corporate brand building, new paradigms should be explored and tested. Originality/value The corporate brand strategy link is evidently important; however, to date, few papers have such a focus. This is the first paper to apply reasoning and perspectives that have contributed to significant developments in CS research to the current situation in CBM research. It introduces a novel way to analyze and discuss developments between and within CBM schools.
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Ciavarella, Mark A. "The adoption of high-involvement practices and processes in emergent and developing firms: A descriptive and prescriptive approach." Human Resource Management 42, no. 4 (2003): 337–56. http://dx.doi.org/10.1002/hrm.10094.
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Kirby, Deborah. "Changing the nature of organizational change." Strategic HR Review 18, no. 4 (August 12, 2019): 155–60. http://dx.doi.org/10.1108/shr-05-2019-0036.
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Purpose Although organizational change management has become a permanent practice, failure thrives at a rate of 50 per cent to 75 per cent and has done so for nearly 40 years. Executives and consultants continue to plow the same path of “change,” sowing the same seeds, yet somehow expecting a different crop to grow; it is not for a lack of good intention or sincere effort to improve the organization. This paper is meant to challenge and inspire researchers, consultants and particularly organizational leaders and members toward liberating themselves from fixed ways of thinking to reimagine change as natural and ongoing rather than episodic – essential in an era of constant flux. Design/methodology/approach A critical analysis of wide-ranging literature related to the genesis of the organization, organization theory, culture, metaphor and change revealed four unfavorable conditions, making attempts at sustainable change nearly impossible. Findings An organization’s unconscious and habitual thought-action patterns considerably contribute to creating four unfavorable conditions for change. Understanding this context is essential before initiating change efforts. Reorienting change from an analytical to a relational paradigm and disrupting linear, prescriptive thinking makes way for emergent, cooperative and inclusive efforts to induce sustainable, transformational change. Originality/value This research sheds a different light on what makes sustainable organizational change elusive and offers strategic human resource managers a new perspective on the nature of change.
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Thompson, Matthew P., Yu Wei, David E. Calkin, Christopher D. O’Connor, Christopher J. Dunn, Nathaniel M. Anderson, and John S. Hogland. "Risk Management and Analytics in Wildfire Response." Current Forestry Reports 5, no. 4 (November 20, 2019): 226–39. http://dx.doi.org/10.1007/s40725-019-00101-7.
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Abstract Purpose of Review The objectives of this paper are to briefly review basic risk management and analytics concepts, describe their nexus in relation to wildfire response, demonstrate real-world application of analytics to support response decisions and organizational learning, and outline an analytics strategy for the future. Recent Findings Analytics can improve decision-making and organizational performance across a variety of areas from sports to business to real-time emergency response. A lack of robust descriptive analytics on wildfire incident response effectiveness is a bottleneck for developing operationally relevant and empirically credible predictive and prescriptive analytics to inform and guide strategic response decisions. Capitalizing on technology such as automated resource tracking and machine learning algorithms can help bridge gaps between monitoring, learning, and data-driven decision-making. Summary By investing in better collection, documentation, archiving, and analysis of operational data on response effectiveness, fire management organizations can promote systematic learning and provide a better evidence base to support response decisions. We describe an analytics management framework that can provide structure to help deploy analytics within organizations, and provide real-world examples of advanced fire analytics applied in the USA. To fully capitalize on the potential of analytics, organizations may need to catalyze cultural shifts that cultivate stronger appreciation for data-driven decision processes, and develop informed skeptics that effectively balance both judgment and analysis in decision-making.
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Pallesen, Eva. "Creativity, Play and Listening: An Auditory Re-Conceptualization of Entrepreneurial Creation in the Context of New Public Management." Organization Studies 39, no. 2-3 (August 17, 2017): 191–207. http://dx.doi.org/10.1177/0170840617717549.
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This article aims to re-conceptualize entrepreneurial creation in the context of New Public Management. While the latter has sought to ‘entrepreneurialize’ public sector employees by creating incentives for greater engagement in optimizing outcomes, the article departs from the premise that such an entrepreneurialization may more precisely be described as an ‘enterprising up’ of employees, placing strong emphasis on predefined outcomes and on eliminating the risk that input will not lead to the prescribed outcomes. Noting that this reasoning is fed by a prescriptive/retrospective logic, which tends to marginalize the openness of the ear-body, the article activates auditory concepts to (re)theorize entrepreneurial creation in the empirical context of a strong outcome focus. From ‘rhythm’, ‘composing’ and ‘crescendo’, entrepreneurial creation is theorized as a playful variation, which stays with process and allows the alterity of the other(ness) to resonate – and hence opens up a space for the qualitatively different to emerge. Hereby, the article seeks to contribute to a processual conceptualization of entrepreneurship as the creation of new in-betweens by providing (auditory) concepts that help us grasp this in-between as an emergent relational field of unactualized potential.
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Saad, Germaine H. "Strategic performance evaluation: descriptive and prescriptive analysis." Industrial Management & Data Systems 101, no. 8 (November 2001): 390–99. http://dx.doi.org/10.1108/eum0000000006169.
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Luo, Yadong, Jinyun Sun, and Stephanie Lu Wang. "Comparative strategic management: An emergent field in international management." Journal of International Management 17, no. 3 (September 2011): 190–200. http://dx.doi.org/10.1016/j.intman.2011.05.002.
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Monib, Farid Ahamd, Jamaluddin Qanet, Mohammad Dawod Nabeel, and Redwanullah Abdi. "Comparative Study of Strategic Management Schools (Prescriptive, Descriptive and Integrated)." Open Journal of Business and Management 09, no. 04 (2021): 1965–79. http://dx.doi.org/10.4236/ojbm.2021.94106.
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Calori, Roland. "Essai: Philosophizing on Strategic Management Models." Organization Studies 19, no. 2 (March 1998): 281–306. http://dx.doi.org/10.1177/017084069801900206.
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This essai develops a philosophical perspective on managerial cognition. More precisely, it offers an epistemological critique of orthodox models of strategic management. The critique is based on the confrontation of these models with a diverse set of philosophical texts on knowledge and action. The orthodoxy is composed of the three prescriptive schools identified by Mintzberg (1990) and considered as explicit collective knowledge. To say nothing of the omission of socio-political forces at work in strategy formation, three main biases are elicited and discussed: a bias towards thinking to the detriment of other forms of reasoning, a bias towards binary logic, and the failure to recognize feeling as a source of reason. We suggest that philosophical questioning — epistemological and ethicalcan — help practitioners and scholars renew their management models, recipes and theories.
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Mirabeau, Laurent, and Steve Maguire. "From autonomous strategic behavior to emergent strategy." Strategic Management Journal 35, no. 8 (August 1, 2013): 1202–29. http://dx.doi.org/10.1002/smj.2149.
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Al‐Shammari, Hussam A., and Raef T. Hussein. "Strategic planning in emergent market organizations: empirical investigation." International Journal of Commerce and Management 18, no. 1 (April 29, 2008): 47–59. http://dx.doi.org/10.1108/10569210810871489.
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Coffie, Stanley, and Charles Blankson. "Strategic prescriptive theories in the business context of an emerging economy." Journal of Strategic Marketing 26, no. 5 (October 17, 2016): 373–84. http://dx.doi.org/10.1080/0965254x.2016.1240217.
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Hutt, Michael D., Peter H. Reingen, and John R. Ronchetto. "Tracing Emergent Processes in Marketing Strategy Formation." Journal of Marketing 52, no. 1 (January 1988): 4–19. http://dx.doi.org/10.1177/002224298805200102.
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Though a process perspective has been adopted in emerging conceptualizations of strategic marketing, little attention has been given to process issues in marketing strategy research. Using an exploratory case research approach in conjunction with network analysis, the authors trace emergent processes in marketing strategy formation and identify key organizational players. The concept of autonomous strategic behavior is explored and linked to strategic marketing processes in the firm. Key managerial and research implications are highlighted.
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Wiesner, Retha, and Bruce Millett. "Strategic approaches in Australian SMEs: Deliberate or emergent?" Journal of Management & Organization 18, no. 1 (January 2012): 98–122. http://dx.doi.org/10.5172/jmo.2012.18.1.98.
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AbstractThe aim of this paper is to determine whether Australian SMEs could be characterised as ‘deliberate’ or ‘emergent’ in their strategic approaches. More specifically, surveying 1230 Australian SMEs, this paper focuses on answers to the following questions: What is the nature and prevalence of strategic practices in Australian SMEs? and to what extent does firm size differentiate the patterning and prevalence of strategic practices? The findings add to the little empirical research showing the principal activities and tools that comprise the strategic practices undertaken in Australian SMEs. Overall, and in both small and medium enterprises respectively, strategic thinking and action seem to be undertaken with the use of a framework of a written business plan which is in line with the ‘deliberate’ approach; however few sophisticated strategy making techniques were employed. Researchers and practitioners may find it valuable to develop tools that will naturally suit SME firms so that these tools can be of more value. Academics and tertiary institutions will be well advised to develop strategic management courses which also specifically focus on more emergent approaches designed for smaller firms including specially developed techniques and tools that are less time-consuming and expensive to use and more suited to smaller firms. This would enable SMEs to expand the range of strategy making tools they employ.
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Pattinson, Steven. "Strategic Thinking: Intelligent Opportunism and Emergent Strategy — The Case of Strategic Engineering Services." International Journal of Entrepreneurship and Innovation 17, no. 1 (February 2016): 65–70. http://dx.doi.org/10.5367/ijei.2015.0212.
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This case study focuses on strategic thinking and opportunistic approaches to business growth and diversification. It begins by examining the recent purchase of ‘Quickcover’, a remote-controlled sports pitch covering system, by engineering company Strategic Engineering Services and the company's current dilemma – whether to continue to develop this type of product, or sell it and concentrate on its existing engineering services business. In recent years, Strategic Engineering Services has moved away from traditional heavy engineering and diversified into related areas such as engineering services, oil and gas industry recruitment, plant and equipment hire, instrument calibration and project management. The case considers the relationship between strategic thinking and entrepreneurial approaches to opportunity recognition, exploring the concept of intelligent opportunism as an approach that enables entrepreneurs to develop emergent strategies and take advantage of new opportunities. It explores these concepts in the context of the current dilemma of Strategic Engineering Services.
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Bovaird, Tony. "Emergent Strategic Management and Planning Mechanisms in Complex Adaptive Systems." Public Management Review 10, no. 3 (May 2008): 319–40. http://dx.doi.org/10.1080/14719030802002741.
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Kleibrink, Alexander, Carlo Gianelle, and Mathieu Doussineau. "Monitoring innovation and territorial development in Europe: emergent strategic management." European Planning Studies 24, no. 8 (May 31, 2016): 1438–58. http://dx.doi.org/10.1080/09654313.2016.1181717.
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Gustafsson, Magnus, Hedley Smyth, Elena Ganskau, and Tomas Arhippainen. "Bridging strategic and operational issues for project business through managing trust." International Journal of Managing Projects in Business 3, no. 3 (June 22, 2010): 422–42. http://dx.doi.org/10.1108/17538371011056066.
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PurposeOrganisational trust is analysed through observation of operations or strategic prescription. The management and project management literature is largely prescriptive. The purpose of this paper is to examine the role and potential of strategic trust development and management to improve operations in the project business and enhance client satisfaction, analysing trust as social capital.Design/methodology/approachThe analysis is supported by the method of and data gathered through CROL®: a process for managing business relationships and interfaces. The case in question focuses on over 30,000 customer relationships covering five years of global operations by companies in the project business.FindingsThe analysis focuses on the connection between self‐awareness, performance, improvement and the impact upon both relationships and financial performance – social capital in the “balance sheet”. The objective is to identify the extent to which trust management can help bridge the gap between prescriptive strategy and operations. Bridging this gap entails linking trust as social capital with organisational culture, operational systems and routines, and behaviours.Research limitations/implicationsThe analysis shows the importance of self‐awareness in managing business relationships.Practical implicationsThe paper outlines on a conceptual level how companies can manage trust and capture the value in business relationships.Originality/valueThe paper shows how companies through systematic forced reflection can manage trust in individual business relationships.
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Lyon, Douglas W., G. T. Lumpkin, and Gregory G. Dess. "Enhancing Entrepreneurial Orientation Research: Operationalizing and Measuring a Key Strategic Decision Making Process." Journal of Management 26, no. 5 (October 2000): 1055–85. http://dx.doi.org/10.1177/014920630002600503.
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As a means to enhance prescriptive theory on a firm’s entrepreneurial orientation, this paper addresses the strengths and weaknesses of three approaches to measurement: managerial perceptions, firm behaviors, and resource allocations. We examine a set of recent studies employing these approaches, propose important contingencies regarding their use, and suggest that measurement accuracy can be improved by using a triangulation of methods. The paper concludes with a discussion of theoretical, resource availability, and interpretability considerations in measurement selection.
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Wexler, Mark N. "Strategic ambiguity in emergent coalitions: the triple bottom line." Corporate Communications: An International Journal 14, no. 1 (January 30, 2009): 62–77. http://dx.doi.org/10.1108/13563280910931081.
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Beppler, Mônica Külkamp, Maurício Fernandes Pereira, and Alexandre Marino Costa. "A Conceptual Discussion of the Strategy Process in Organizations: Formulation and Formation of StrategyHttp://Dx.Doi.Org/10.5585/Riae.V10i1.1711." Revista Ibero-Americana de Estratégia 10, no. 1 (June 3, 2011): 128–46. http://dx.doi.org/10.5585/ijsm.v10i1.1711.
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This article aims to address the strategy process within organizations, in light of the terminologies of strategic formulation and formation. The purpose is to elucidate the understanding of persistently used terms, occasionally causing a lack of interpretation of what is actually exposed about the strategy process, i.e., the variations between adopting i) classic strategies, which call for different stages of formulation and implementation, and ii) emerging strategies, or those having a procedural nature, performed in response to environmental changes. The present article also targets clarifying the characteristics of each approach through the theoretical construct of authors. This research is characterized as a descriptive study, predominantly qualitative and where the collected data were obtained through a literature review. Through analysis of the most prominent authors on strategy, it was found that the differences between strategic formulation and formation are not limited to the used terminology. Said approaches have significant differences within the entire strategy process, differing mainly in how they occur within organizations: in strategic formulation, there is a prescriptive, deliberate and rational process, whereas in strategic formation, emphasis on description exists, and the strategy is an emergent, unintentional process, consolidated by a series of patterns of decisions over time. Finally, perceiving the distinction between the two approaches is considered fundamental for the understanding of strategy in organizations, especially in regard to variables potentially influencing its process.
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Wiesner, Retha, and Bruce Millett. "Strategic approaches in Australian SMEs: Deliberate or emergent?" Journal of Management & Organization 18, no. 1 (January 2012): 98–122. http://dx.doi.org/10.1017/s1833367200001097.
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AbstractThe aim of this paper is to determine whether Australian SMEs could be characterised as ‘deliberate’ or ‘emergent’ in their strategic approaches. More specifically, surveying 1230 Australian SMEs, this paper focuses on answers to the following questions: What is the nature and prevalence of strategic practices in Australian SMEs? and to what extent does firm size differentiate the patterning and prevalence of strategic practices? The findings add to the little empirical research showing the principal activities and tools that comprise the strategic practices undertaken in Australian SMEs. Overall, and in both small and medium enterprises respectively, strategic thinking and action seem to be undertaken with the use of a framework of a written business plan which is in line with the ‘deliberate’ approach; however few sophisticated strategy making techniques were employed. Researchers and practitioners may find it valuable to develop tools that will naturally suit SME firms so that these tools can be of more value. Academics and tertiary institutions will be well advised to develop strategic management courses which also specifically focus on more emergent approaches designed for smaller firms including specially developed techniques and tools that are less time-consuming and expensive to use and more suited to smaller firms. This would enable SMEs to expand the range of strategy making tools they employ.
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Spicer, Andrew, and David Hyatt. "Walmart’s Emergent Low-Cost Sustainable Product Strategy." California Management Review 59, no. 2 (February 2017): 116–41. http://dx.doi.org/10.1177/0008125617695287.
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This article traces the strategic initiatives that Walmart undertook over the last decade to implement its ambitious vision of selling more sustainable products. This effort has been characterized by a gradual shift away from customer-facing initiatives aimed at labeling sustainable products toward supplier-facing initiatives targeted at improving environmental or social performance without raising customer prices. It highlights the role of institutional intermediaries, transaction costs, and experiential learning in shaping firms’ capabilities to translate ambitious sustainability goals into operable, mass-market initiatives.
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McLaughlin, Paul. "Ecological Modernization in Evolutionary Perspective." Organization & Environment 25, no. 2 (June 2012): 178–96. http://dx.doi.org/10.1177/1086026612450870.
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Ecological modernization theory (EMT) has emerged as a major theoretical and policy-making perspective. Despite its growing influence, EMT has significant limitations both as a descriptive and as a prescriptive theory. Taking the Darwinian revolution’s rejection of essentialism and developmentalism as the touchstone for ecological thinking, the author argues that EMT is premised on a nonecological foundation. The nonecological underpinnings of EMT preclude its elaboration into a descriptive theory capable of conceptualizing the interactions between social structures, human agency, and biophysical environments. As a prescriptive theory, these same assumptions marginalize people and projects that depart from EMT’s restricted vision of modernization. The author concludes by contrasting EMT with an evolutionary perspective on social change, premised on the concept of a socially constructed adaptive landscape, which combines population thinking with moderate constructionist insights into agency and culture. From the latter perspective, EMT’s prescriptive claims can be interpreted as a form of strategic essentialism.
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Iman, Nofie, and Jogiyanto Hartono. "Strategic Alignment Impacts on Organizational Performance in Indonesian Banking IndustrY." Gadjah Mada International Journal of Business 9, no. 2 (June 12, 2007): 253. http://dx.doi.org/10.22146/gamaijb.5598.
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Strategic alignment has attracted the attention of researchers and practitioners for the last 15 years. This paper reports findings from a survey on the impacts of strategic alignment on organizational performance in the Indonesian banking industry. The survey was conducted through internet-based and postal questionnaires sent to selected companies.Structural Equation Modeling (SEM) is utilized to apprehend the strategic alignment concept as an emergent variable derived from the co-variation of level of business strategy and level of IS/IT strategy. Hence, we explore the role of this emergent concept as a determinant of organizational performance. Analysis of the data reveals a generally positive impact towards the organizational performance.
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Bolisani, Ettore, and Enrico Scarso. "Strategic planning approaches to knowledge management: a taxonomy." VINE 45, no. 4 (November 9, 2015): 495–508. http://dx.doi.org/10.1108/vine-01-2015-0005.
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Purpose – The purpose of this paper is to discuss and propose a taxonomy of approaches to the strategic planning of knowledge management (KM). The concept of KM strategy is relatively recent and has been developed based on the assumption that any KM programme requires the definition of long-term goals, resources and plans, i.e. a KM strategic planning. Empirical evidence shows that the conditions for the successful implementation of KM can change from a company to another and in relation to the external context, and this may call for different appropriate approaches to KM planning. Design/methodology/approach – By drawing inspiration from the classic literature about strategic planning and combining it with the KM literature, a taxonomy of four possible approaches to KM strategic planning is developed. This taxonomy is based on the combination of two dimensions, namely: the nature (rational vs emergent) of the planning process, and the competitive factors (internal vs external) that drive the strategy formulation. Examples of companies, drawn from an analysis of recent case studies based on secondary data, are then provided, with the purpose to depict the features of each KM strategic planning approach, as well as asses the consistency and usefulness of the formulated taxonomy. Findings – The analysis of available empirical data shows that the proposed taxonomy fits cases that can be found in real life. The two dimensions of KM strategic planning previously presented allow to highlight the differences in the behaviour of companies. This can provide important food for thought for strategic thinking applied to KM, and can also reinforce the link between KM and other areas of management. Practical implications – The awareness that companies can follow different approaches to KM planning is important for executives that consider KM as a primary activity for their companies. In particular, in the case of an emergent KM strategy, managers should be able to recognize it, and, as far as possible, to align it with the company’s overall strategic goals. Originality/value – To date, the literature has primarily focused on the definition of different types of KM strategies, while the process that can lead to the formulation of these strategies has been less studied. The paper aims to fill this gap by identifying, discussing and classifying different possible approaches to KM strategic planning that a company can adopt.
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Carr, Adrian, Rita Durant, and Alexis Downs. "Emergent strategy development, abduction, and pragmatism: New lessons for corporations." Human Systems Management 23, no. 2 (June 3, 2004): 79–91. http://dx.doi.org/10.3233/hsm-2004-23203.
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This paper proceeds from the widespread assumption – apparently, a truism – that the longevity of corporations is very much beholden to the success in their processes of strategic planning and the manner in which they learn from, and adapt to, those processes. The predominant strategic paradigm used in corporations, that of the rational planning school, assumes that language is transparent and time is linear. Such assumptions don't hold up in a complex world. Emergent strategy [8,50,63] has the potential to address the current challenges of organizations by shifting the language and talk about strategizing. Rather than talk about the challenges faced by top managers [14,25], emergent strategizing, for example, talks of “communicative interaction” and “focusing attention on what [is] going on now” [64, p. 158]. Mintzberg's disdain for the divination techniques of the Delphi Oracle [51, p. 238] notwithstanding, we suggest that characteristics of the Delphic Oracle [52] mirror many of those of both emergence and strategy and, therefore, may offer insight into the effective development of emergent strategies at lower and middle levels of the organization. Our method for understanding emergence is abduction, as developed by Charles Franklin Peirce and the pragmatists. A playful reinterpretation of the Delphic Oracle can provide a way to imagine the roles of organizational actors in strategic emergence.
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Parker, David W., Nicholas Parsons, and Fitri Isharyanto. "Inclusion of strategic management theories to project management." International Journal of Managing Projects in Business 8, no. 3 (June 1, 2015): 552–73. http://dx.doi.org/10.1108/ijmpb-11-2014-0079.
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Purpose – The purpose of this paper is to explore the benefits of integrating the theory of constraints (TOC), resources-based theory (RBT), resource advantage theory (RAT), with a structured project-based methodology e.g., Project Management Body of Knowledge. This paper describes each theory and explores what benefits a unified model would bring to project management. This paper represents the conceptual development of an integrated framework that will be tested in a range of project management scenarios in various industrial sectors. Design/methodology/approach – Extant literature is used to develop a conceptual framework of an integrated model that will be tested in the field for robustness. The model has been applied to published projects to identify its strengths and weaknesses. Findings – The work shows important implications for improved success of projects from the use of TOC, RAT and resource dependence theory (RDT). Specifically, it emphasizes the need for application of strategic theories to project management. Research limitations/implications – While TOC, RAT and RDT are well established in the context of organization theory, there is limited application in project management. Moreover, the model has yet to be applied in the field. The hypotheses identified in this research are currently being tested using field-based surveys. Practical implications – The research falls short in addressing some resources, e.g. innovation, tacit knowledge and decision making methods in traditional project management context. Therefore, identifying these critical resources in future work and exploiting them as the means of improving project performance would enhance the success of project-based management. Social implications – Project management is an emergent discipline and a project is temporary in nature. Therefore, new ideas and development of theories for project management practices are required. This innovative research, for example, may change the way projects are executed in future. Originality/value – This paper examines the components of a successful project according to the iron triangle, i.e. scope, quality, time and cost. However, through the application of TOC, RAT and RDT into an integrated project-based management framework gives new insights to resources management.
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Voynarenko, Mykhaylo, Kathrin Dumanska, and Nataliya Ponomaryova. "Formation of company’s economic activity context in the strategic positioning process in emergent environment conditions." SHS Web of Conferences 65 (2019): 04005. http://dx.doi.org/10.1051/shsconf/20196504005.
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Analytical studies of theoretical and methodological aspects of company’s strategic positioning influenced by unpredictable factors of changeable environment are examined in the article. Justification of effective choice of strategic position is provided by the concept of formation of company’s economic activity context in emergent environment proposed by the authors. Problems of strengthening of company’s strategic position in conditions of changeable economic environment with undefined factors can be solved by means of the developed model of company’s economic activity context on the basis of methods of mathematical modeling. One of the advantages of the model implementation can be the usage of methodology of company’s strategic positioning in economic environment. The model elaborated by the authors implies a set of analytical-calculative aspects of testing and further implementation in strategic management practice. The given article proposes the first conceptual methodological stage of model of company’s economic activity context implementation. The obtained results of further adoption can be applied as element of strategic management of vertically integrated companies in conditions of emergent environmental challenges.
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Zhao, Jing, Ming Wang, and LiMin Zhu. "How emergent strategy influences institution: a qualitative study of a private firm in China." Chinese Management Studies 11, no. 2 (June 5, 2017): 303–21. http://dx.doi.org/10.1108/cms-11-2016-0227.
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Purpose Institutional work mainly focused on the purposive action of rational actors. However, the evolution of institution is not only affected by deliberate actions but also by emergent strategic patterns. Through a qualitative study of emergent aggression strategy in a Chinese leading private firm, Gome, this paper aims to explore the role of emergent strategy in institutional work. The paper finds that emergent strategy influences the normative and cognitive institution unconsciously and offers actors specialized identities. The present analysis also suggests that the emergent strategy-based institution needs a supporting and repairing system for maintenance. Design/methodology/approach This study primarily considers the micro aspect of emergent strategy and institutional work. It calls for detailed observation, interviews and archival materials which can make up a comprehensive in-depth picture. The authors remain skeptical to what people claim and try to get multiple sources of information. Also, the topic the authors deal with is relatively under-researched, and it is valuable to get explorative richness. Therefore, an interpretive qualitative approach is adopted to investigate actual events from “the native’s” perspective. Findings We found that an emergent strategy, which is realized but without previous plans, can also construct a “proto-type institution”, only in an unconscious way. The precondition is that the strategic resources of the focal firm are abundant enough for it to set the criteria of inter-organizational sanctions and rewards. In addition, the authors believe that supportive system and repairing system underpin the maintenance of established institutions. Originality/value First, by combining the research on emergent strategy to institutional work, the authors extend the scope of the latter by adding unconscious institutional work. Even if the agent-based view is adopted, rational actors can still influence the institution. Second, the authors explored the institutional outcome of emergent strategy, which fills the paucity of strategy process research. Third, aggression, the specific emergent strategy in this paper, can be turned into “plans for the future”. Its prevalence in the emerging market will attract more academic attention.
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Jami Pour, Mona, and Mohammad Asarian. "Strategic orientations, knowledge management (KM) and business performance." Kybernetes 48, no. 9 (October 7, 2019): 1942–64. http://dx.doi.org/10.1108/k-05-2018-0277.
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Purpose Despite the huge amount of studies that have investigated the strategy–performance relationships and knowledge management (KM)–performance relationships, there is little consensus regarding the nature of these connections. By reviewing related literature, some notable limitations and inconsistent results are highlighted in extant studies. To address these challenges, this study aims to explore the effects of strategic orientation and KM mechanisms on business performance. Design/methodology/approach The study conducted an empirical investigation of 227 small- and medium-sized enterprises (SMEs) to explore the relationship between strategy−performance and KM−performance. Business strategy is conceptualized as a comparative construct with six dimensions, KM is conceptualized by two types of KM mechanisms of technical and non-technical KM mechanisms and business performance is measured by four dimensions of balanced scorecard (BSC). The cluster analysis was used to explore different aspects of these three constructs. Findings Using cluster analysis, the results indicate that firms with high level of analysis, defensiveness, futurity and proactiveness in strategic orientation have better performance and also the high level of both KM mechanisms another important finding shows that firms with more KM mechanisms have high performance and technical mechanisms have more predictor role on performance. Practical implications This research also has prescriptive implications for strategic managers and KM practitioners. The finding enhanced the understanding of the relationship between strategic orientations, KM and performance. The results assist managers to assess business performance regarding strategic orientations and KM mechanisms of the firms. Therefore, it helps firms to improve strategic resource allocation and exploit KM investment by considering ideal pattern of the performance. Originality/value By reviewing strategic management and KM literature, it is revealed that there are little studies about how the interaction of strategic orientation and KM influences business performance. The main contribution of the study is exploring the profile of the firms by considering their strategic orientation and KM mechanisms and their impact on business performance. This study provides an empirical evidence about interaction of strategic orientations, KM mechanisms and business performance in SME context, which is merely investigated in previous researches.
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Adinolfi, Paola, and Fernando Giancotti. "Pedagogical Triage and Emergent Strategies: A Management Educational Program in Pandemic Times." Sustainability 13, no. 6 (March 22, 2021): 3519. http://dx.doi.org/10.3390/su13063519.
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This paper explores the post-pandemic strategic reorientation of a master in leadership and change management, investigating the conditions for its success and the side effects. The Master, which is part of the Defense Education Enhancement Plan recently approved by the Italian Ministry of Defense, led in partnership by the Center for High Defense Studies and the University of Salerno, aims at developing strategic leadership and change management competencies. The virtualization of the project work sessions that was caused by the pandemic emergency produced unexpected consequences that led the master directors to refocus the program as regards its format and method. The case-study, based on direct observation, unstructured interviews, and analysis of written documents and recorded audio, corroborates the literature regarding the emerging innovative, learner-centered approaches in management education, showing the effectiveness of an integrated educational approach based on traditional in-presence lectures, as well as experiential and project-based learning. It shows how the adjustments devised to cope with the consequences of teamwork virtualization proved to be synergistic, delivering positive outcomes in terms of participants’ satisfaction, learning, and impact. Future research avenues and practical implications are also highlighted, with a focus on the internal and external conditions for successful project-based learning in a distance learning environment.
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Wang, Yi-Sheng. "Dynamic capabilities in fashion apparel industry: emergent conceptual framework." Baltic Journal of Management 11, no. 3 (July 4, 2016): 286–309. http://dx.doi.org/10.1108/bjm-02-2015-0051.
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Purpose – The purpose of this paper is to reconfigure a new component of dynamic capabilities across firms, and to summarize propositions and to construct a conceptual framework of the dynamic capabilities in fashion apparel industry. Design/methodology/approach – The author used the interviews with the industry experts and trade association executives to develop an understanding of the strategic and technological issues facing the industry and to gain a historical perspective on the evolution of the industry. Findings – This study explored the establishment of dynamic capability and market competitiveness in the fashion apparel industry from the perspectives of dynamic capability and resources embedment, and brought out the insight that commonalities/component has been overlooked. The “conceptual framework of dynamic capabilities in fashion apparel industry” developed by this study, which consists of the major key factors for the maintenance of fast fashion apparel industry in market competitive advantage. Research limitations/implications – Although the five top fashion apparel groups interviewed in this study are representative, there are limits in classification of other brands, which is one of the limitations in this study. Second, although qualitative research can achieve understanding of the utmost layer of situations, its greatest limitation is that it cannot investigate massive amount of interviewees, which is a second limitation in this study. Originality/value – The theoretical contribution of the study is to construct a conceptual framework of dynamic capabilities in the fashion apparel industry using eight theoretical propositions. Such conceptual framework will become a basic knowledge system for firms in the fashion apparel industry to develop strategic directions, as well as an important knowledge reference to other firms when choosing what to establish as their core competences.
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AZZOLINI, LUCIANO, and ANSHUMAN KHARE. "ROLE OF MARKET BASED INSTRUMENTS IN THE NEW BUSINESS PARADIGM." Journal of Environmental Assessment Policy and Management 06, no. 03 (September 2004): 311–38. http://dx.doi.org/10.1142/s1464333204001717.
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This paper attempts to develop a prescriptive theory/model for the strategic application of market based policy instruments. The research paper documents the development of command and control regulatory instruments and provides a normative account of their use by businesses for competitive positioning. The paper then reports the development of Market Based Policy Instruments (MBI) and explains their prospective defensive and offensive strategic applications based on Porter's Five Forces model of industry analysis. Finally, a prescriptive model that describes the strategic application of MBI is provided based on the preceding analysis. It is assumed that successful firms will not shy away or avoid future regulatory instruments but use them to their competitive advantage. That competitive advantage will come from core firm values that emphasize dramatic increases in resource productivity, the elimination of waste, the use of solution-based business models, and reinvestment in the natural capital. The strategies and tactics that will guide the evolution of "laggard" firms into "achiever" and "enviropreneurial" firms is not precisely mapped out, but there are a number of tools, tactics and strategies that firms can use. All of them are applicable depending on the managerial maturity of the firm and its capacity to extend its environmental management practices, strategy and vision throughout its organisation and to its constellation of relationships. Firms looking for unique competitive advantages should consider using market based regulatory instruments to differentiate their products and services to overcome seemingly impossible market entry barriers, reduce operating costs, and turn waste into profit.
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Marlo, Sue. "Investigating the use of emergent strategic human resource management activity in the small firm." Journal of Small Business and Enterprise Development 7, no. 2 (June 2000): 135–48. http://dx.doi.org/10.1108/eum0000000006835.
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Christensen, Emma, and Lars Thøger Christensen. "Dialogics of strategic communication." Corporate Communications: An International Journal 23, no. 3 (August 6, 2018): 438–55. http://dx.doi.org/10.1108/ccij-08-2017-0073.
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Purpose The purpose of this paper is to analyze how the field of strategic communication is shaped and driven by several different logics that not only simply underpin each other, but also and simultaneously oppose each other and point in many different directions. Design/methodology/approach The authors address the multiple logics in strategic communication and their interplay by drawing on Edgar Morin’s theory of “dialogics.” According to Morin, complex systems are characterized by multiple logics that are at once complementary, competitive and antagonistic with respect to one another. Findings The authors present and discuss five dialogics that challenge conventional notions of managerial control: deliberate vs emergent perspectives on communication strategy; top-down vs participatory approaches; bounded vs unbounded notions of communication; consistency vs inconsistency in organizational messages; and transparency vs opacity in organizational practices. Originality/value While the dialogical perspective defies the ideal of strategic communication as a unitary discipline, the authors argue that the field can only develop by acknowledging, embracing and bringing to the fore of analysis principles that are at once complementary, competitive and antagonistic.
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Lindstedt, Janne. "A deliberately emergent strategy – a key to successful city branding." Journal of Place Management and Development 8, no. 2 (July 13, 2015): 90–102. http://dx.doi.org/10.1108/jpmd-12-2014-0029.
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Purpose – The paper aims to address a neglected issue in the literature on place brand co-creation, namely, the strategic planning of the branding process. Furthermore, the paper demonstrates the benefits of a deliberately emergent strategy. Design/methodology/approach – A qualitative case study focusing on Turku, Finland, supports the development of the argument. In this study, branding of Turku is examined both during the European Capital of Culture 2011 (ECoC) project and after it. Findings – The contribution of the ECoC 2011 project – which was widely perceived as a success – to Turku’s brand was based on a deliberately emergent strategy. Afterwards, the local government has, however, chosen a different approach to branding. Research limitations/implications – Given the increasing popularity of brand thinking among practitioners all over the world, it would be meaningful for scholars to pay more attention to the application of brand co-creation in place branding strategies. Practical implications – The deliberately emergent branding strategy could be considered an approach to applying the idea of brand co-creation in practice. It enables local stakeholders to make their voices heard and results in increased credibility of a branding process. Originality/value – Place brand co-creation has not yet been examined from strategic planning’s point of view. The need for this kind of examination is apparent, because branding strategies have traditionally been based on the idea of static place identity. The Turku case helps to propose a solution in terms of the notion of deliberately emergent branding.
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Reynolds, Scott J. "A Single Framework for Strategic and Ethical Behavior in the International Context." Business Ethics Quarterly 13, no. 3 (July 2003): 361–79. http://dx.doi.org/10.5840/beq200313326.
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Abstract:Scholars have developed many theories of international strategy and many theories of international ethics. Separating strategy and ethics in this way, though, perpetuates a perception that profit and ethics are mutually exclusive. Accordingly, I offer a framework that links international strategy and international ethics. I suggest that at an abstract level the strategic concepts of integration and responsiveness and the ethical concepts of justice and caring are concerned with the same theoretical quandaries. Therefore, in any situation there are behaviors that are both integrative and just and/or both responsive and caring, and these behaviors are both strategic and ethical. To demonstrate the potential descriptive and prescriptive value of the framework, I descend the ladders of abstraction associated with these concepts and apply the framework to two business situations.
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NARANJO-GIL, David. "ROLE OF MANAGEMENT CONTROL SYSTEMS IN CRAFTING REALIZED STRATEGIES." Journal of Business Economics and Management 17, no. 6 (December 21, 2016): 865–81. http://dx.doi.org/10.3846/16111699.2014.994558.
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The distinction between deliberate and emergent strategy implementation is rarely acknowledged in management control literature, which has promoted a passive view of control systems tailored explicitly to support the strategic planning. This paper analyzes how management control systems facilitate organizations to realize their intended strategies. Hypotheses are tested using survey data from CEOs of Spanish hospitals. Partial least squares is used as a statistical technique to test the integral causal path model. Results show that boundary and diagnostic control systems have primarily a positive impact on the realization of deliberate strategies, whereas belief and interactive control systems positively affect emergent strategies. This study tries to clarify the fragmented results of the literature by analyzing the effect of the design (passive role) and the use (active role) of management control systems on both deliberate and emergent strategies. A practical implication of this paper is that managers should focus on both the design and the use of management control systems to implement strategies successfully. This study is among the first to provide empirical evidence on how different levers of control complement each other in crafting realized strategies.
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Hagen, James M. "Educator Insights: Ben & Jerry's—Japan: Strategic Decision by an Emergent Global Marketer." Journal of International Marketing 8, no. 2 (June 2000): 98–110. http://dx.doi.org/10.1509/jimk.8.2.98.19619.
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Herrera, Justo, and Daniel M. Miller. "An Emergent Taxonomy of Public Personnel Management: Exploring the Task Environment of Human Resource Managers in Spanish Local Government." Public Personnel Management 47, no. 4 (August 27, 2018): 445–71. http://dx.doi.org/10.1177/0091026018791965.
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This study presents a taxonomy for public personnel management based on emergent profiles of local human resource managers in Spain. The analysis focuses on the task environments of managers defined by three salient constructs from strategic human resources management research. Specifically, this study looks at the level of participation of human resource managers in strategic-level policy-making processes, vertical and horizontal policy integration, and the flexibility of human resource managers in interpreting and implementing key functions of personnel management (i.e., recruitment, hiring, and remuneration). The results yield five distinct profiles that describe different approaches of human resource management. The five profiles include Technical Administrative (TA); Technical Functional (TF); Managerial Administrative (MA); Managerial Functional (MF); and Strategic Executive (SE). The profiles are not a linear typology of human resource management practices. However, they do fit within a larger theoretical framework that captures central constructs of strategic human resource management (SHRM).
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Windahl, Charlotta, Ingo O. Karpen, and Mark R. Wright. "Strategic design: orchestrating and leveraging market-shaping capabilities." Journal of Business & Industrial Marketing 35, no. 9 (April 1, 2020): 1413–24. http://dx.doi.org/10.1108/jbim-03-2019-0133.
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Purpose This paper aims to conceptualise the interplay of strategic design and market-shaping capabilities. Design/methodology/approach Drawing on the emergent scholarly discourses related to strategic design and dynamic markets, this paper merges a contemporary view of markets and market-shaping capabilities with a conceptual exploration of strategic design. Findings This paper proposes that the strategic design process can shape markets through orchestrating and leveraging market-shaping capabilities. Specifically, it highlights how these capabilities trigger and facilitate purposeful intent; situated and systemic understanding; and collective collaboration. Practical implications Furthering the notion of strategic design, this paper contributes to clarifying how to interpret and use design as a strategic practice in business management. Originality/value This paper identifies strategic design as an innovative approach for creating future value-creating systems or markets, and as such, it develops a process framework for market-shaping capabilities, addressing the “how” of market shaping.
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Azam, Akbar, Cristina Boari, and Fabiola Bertolotti. "Top management team international experience and strategic decision-making." Multinational Business Review 26, no. 1 (April 16, 2018): 50–70. http://dx.doi.org/10.1108/mbr-07-2017-0044.
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Purpose This study aims to explore the influence of top management team international experience on international strategic decision-making rationality and, subsequently, its effect on decision effectiveness (decision performance). Design/methodology/approach This analysis is based on survey data of small- and medium-sized international Pakistani firms operating in the IT industry. Findings Results show that top management team international experience is positively related to international strategic decision-making rationality, and the latter partially mediates the international experience – decision effectiveness relationship. Research limitations/implications The study is based on data collected from a single industry and focuses on an international decision that occurred within a time-frame of previous four years. Practical implications Findings suggest that international firms, when composing their top management teams, should favor the inclusion of internationally experienced managers. Originality/value The study of the influence of international experience on the decision-making process in general and decision-making rationality in particular has been largely neglected in extant literature. This paper highlights one way through which the international experience of the top management team as a whole relates to the effectiveness of international decisions. The paper also advances emergent managerial cognition literature focusing on the top management team and not individual decision makers.
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Kummer, Tyge-F., and Theresa Schmiedel. "Reviewing the Role of Culture in Strategic Information Systems Research: A Call for Prescriptive Theorizing on Culture Management." Communications of the Association for Information Systems 38 (2016): 122–44. http://dx.doi.org/10.17705/1cais.03805.
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Alenzy, Mutab Z. "Strategic Approach of Saudi Small and Medium-Sized Enterprises: More of Emergent or Deliberate?" International Business Research 11, no. 3 (February 12, 2018): 110. http://dx.doi.org/10.5539/ibr.v11n3p110.
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The impact of the strategic planning, especially in promising economies are significant indicators of success for the small and medium-sized enterprises (SMEs). Globally, the SMEs sector suffers from a very high failure rate and the most important reason for this is poor capacity in strategic management. The practice of SMEs in unstable environments, especially in oil-based economy like Saudi Arabia (SA), creates the need for more flexibility in building strategies. Therefore, as the aim of this study was to structurally examine the type of strategic management in SMEs, the adaptation of a high flexibility strategic theoretical framework based on the emergent strategy model by Mintzberg might be more suitable for SMEs’ needs and capabilities. In this research, forty-six SMEs were surveyed in SA. Unlike most previous research, whose variables focused on external issues (such as funding issues or government policies), this study focuses on internal issues (such as internal capabilities) that influence the choice of strategy in SMEs. Correlation and factor analysis were used because the data set was appropriate for factor analysis as the KMO value was greater than 0.50. The research concluded that SMEs tend to adopt a deliberate strategy more than the emerging strategy.
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Pettigrew, Andrew, Lorna McKee, and Ewan Ferlie. "Managing Strategic Service Change in the NHS." Health Services Management Research 2, no. 1 (March 1989): 20–31. http://dx.doi.org/10.1177/095148488900200103.
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This paper reports some early findings from a major research project which explores strategic service change in the NHS in the post-Griffiths era. We begin by briefly reviewing the relevant literature on change and general management in the NHS, and go on to outline the particular features of the research design. We then isolate some key emergent themes from a preliminary analysis of the data, highlighting two themes in greater depth. In our final section, we will attempt to reflect on some of the common factors associated with the achievement of strategic change. The project is funded by the NHSTA and a consortium of eight Regional Health Authorities.