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Journal articles on the topic 'Strategising'

Author: Grafiati

Published: 4 June 2021

Last updated: 1 February 2022

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1

Whittington, Richard, Eamonn Molloy, Michael Mayer, and Anne Smith. "Practices of Strategising/Organising." Long Range Planning 39, no. 6 (December 2006): 615–29. http://dx.doi.org/10.1016/j.lrp.2006.10.004.

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2

Guhathakurta, Meghna. "Understanding Violence, Strategising Protection." Asian Journal of Social Science 45, no. 6 (2017): 639–65. http://dx.doi.org/10.1163/15685314-04506003.

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Northern Rakhine State in Myanmar is inhabited by a majority Arakanese Muslim population and a minority Rakhine Buddhist population, in a state that is largely Buddhist and authoritarian. The recent history of exclusionary citizenship policies and consequent military operations against Arakanese Muslims, often called Rohingyas, have led them to flee Myanmar and take shelter in Bangladesh. In this study, I examine and review the stereotypes of each of these groups, implicated in the exclusionary nationalist policies of the Myanmar state, and the general hostility expressed towards the refugees by the host community in Bangladesh, with a view to understanding the multi-layered spaces of violence in which they live. The aim of this study is to elucidate protection mechanisms against such violence from the perspectives of refugees themselves. This is done through practices and observations noted by the author while engendering participatory processes among Rohingya refugees as part of a project being implemented by the organisation, Research Initiatives Bangladesh (RIB).

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3

Vinther Larsen, Mette, and Jørgen Gulddahl Rasmussen. "When unforeseen events become strategic." Journal of Management & Organization 24, no. 2 (May 22, 2017): 209–23. http://dx.doi.org/10.1017/jmo.2017.27.

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AbstractThis article acknowledges that strategising processes revolve around allowing for continual shifts in an uncertain environment to constructively shape the ways in which managers strategise. The research question pursued in this article is: ‘How do unforeseen events shape managerial strategising?’ The theoretical background for this article is inspired by research done within the strategy-as-practice and strategy-in-practice communities and uses concepts such as strategic intent, wayfinding/wayfaring and temporal work to explore how the managers from the small Danish Software Company cooperated with actors in the mining industry. This cooperation was initially perceived as an unforeseen event but, incrementally and retrospectively, it became strategic. The main theoretical and practice-anchored findings draw attention to the roles that unforeseen events can play in shaping strategising. These findings underline the significance of prioritising micro-founded actions carried out contextually by strategists when learning more about the who, what and how of strategising.

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4

Liewendahl, Helena Elisabeth, and Kristina Heinonen. "Frontline employees’ motivation to align with value propositions." Journal of Business & Industrial Marketing 35, no. 3 (February 13, 2020): 420–36. http://dx.doi.org/10.1108/jbim-02-2019-0084.

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Purpose Customer value creation is dependent on a firm’s capacity to fulfil its brand promises and value propositions. The purpose of this paper is to explore frontline employees’ (FLEs’) motivation to align with value propositions. Design/methodology/approach The paper explores FLEs’ motivation to align with a firm’s value propositions as operationalised brand promises. A longitudinal, three-phase case study was conducted on a business-to-business company in the building and technical trade sector. Findings This study reveals factors that foster and weaken employees’ motivation to align with a firm’s brand promises and value propositions. The findings show that co-activity and authentic, practice-driven promises and value propositions foster FLEs’ motivation to uphold brand promises and value propositions, whereas an objectifying stance and power struggle weaken their motivation. Practical implications The study indicates that a bottom-up approach to strategising is needed and that FLE is to be engaged in traditional managerial domains, such as in developing value propositions. By creating space and agency for FLE in the strategising process, their motivation to align with value propositions is fostered. Four motivational modes are suggested to support bottom-up strategising. Originality/value The paper is unique in its focus on FLEs’ motivation. Developing value propositions traditionally falls within the domain of management strategising, while employees are ascribed the role of enactment. Contrary to the established norm, this paper highlights employees’ active role in strategising and developing value propositions.

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5

Paul, Justin. "Strategising Future 'banks': Hypothetical Model." Ushus - Journal of Business Management 4, no. 1 (January 10, 2005): 25–31. http://dx.doi.org/10.12725/ujbm.5.4.

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The banking sector is going through a phase of consolidation and restructuring in India. 'Survival of the Fittest' has become a reality in the case of public sector commercial banks, with the opening up of new branches in all districts by new generation banks such as ICICI and HDFC and the Customer Relationship Management (CRM) practices implemented by private and foreign banks.

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6

Hutaibat, Khaled. "Accounting for strategic management, strategising and power structures in the Jordanian higher education sector." Journal of Accounting & Organizational Change 15, no. 3 (September 2, 2019): 430–52. http://dx.doi.org/10.1108/jaoc-06-2018-0054.

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Purpose The purpose of this paper is to present the findings of a field study, investigating accounting, strategising and accounting for strategic management and power structures in the Jordanian higher education (HE) sector on the basis of Bourdieu’s theory of practice. Design/methodology/approach This paper adopts an interpretive stance, seeking to investigate the perceptions of actors in the field, with regard to accounting, strategising and accounting for strategic management in HE. The adopted methodology is adapted grounded theory, as this study assumes a prior theoretical stance of Bourdieu’s theoretical concepts. Data were collected through participant observation in meetings, at the workplace, interviews and documentation. Findings The main findings of this paper reflect how strategising and accounting in practice manifest themselves in the Jordanian HE sector. Bourdieu’s theory of practice sets the meta-theoretical context of the current study, with field setting the scene, and habitus being represented in the strategising mind-set participants adopt. The mind-set determines how strategic management accounting is perceived and dealt with. Strategic management accounting takes place at varying degrees. The power structures that influence and determine strategising and accounting in support thereof are researched on the basis of Bourdieu’s forms of capital. Different forms of capital matter in the HE sector determined by fields’ doxa. Research limitations/implications The researcher is a part of the field, the Jordanian HE sector; thus, their habitus has been exposed to its characteristics and features. Thus, certain internalised structures and experiences needed to be challenged for this analysis, which was not an easy task. Originality/value This study investigates accounting, strategic management and power structures in HE, and it highlights the different power structures, using Bourdieu’s forms of capital, which offers a great insight into how different cultures approach similar issues.

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7

Smith, Peter, Yvon Dufour, and Ljiljana Erakovic. "Strategising and the routines of governance." Asia-Pacific Journal of Business Administration 3, no. 2 (September 27, 2011): 149–64. http://dx.doi.org/10.1108/17574321111169830.

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8

Tomo, Andrea, and Rosanna Spanò. "Strategising identity in the accounting profession:." Meditari Accountancy Research 28, no. 6 (April 18, 2020): 917–49. http://dx.doi.org/10.1108/medar-02-2019-0443.

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Purpose This paper aims to explore how accountants manage the processes of identity (re)construction after identity crisis, resulting from increasing pressures and regulatory requirements, considering both introspective and the extrospective issues. Design/methodology/approach The study drew on an integrated framework drawing on Luigi Pirandello’s views about identity crises and the search for individual coherence and possible representation strategies. It used an ethnographic approach based on photo-elicitation, conversations and documentary sources to explore the identity reconstruction processes of Italian Commercialisti. Findings Several conditions caused an identity crisis among Commercialisti, including regulatory requirements, public administration demands and increasing power of IT providers. Commercialisti reacted to these circumstances by re-constructing their image through strategies designed to impress both themselves and others. Practical implications The paper has implications for the accounting profession in general and in Italy, suggesting that further pressure may result in rapid change efforts among accountants. It provides a broader and more systematic understanding of the threats to the role of accountants and suggests how they can manage complexity to create new opportunities. It also encourages accountants to focus on alternative roles as a possible new strategy that few have tried. Originality/value The paper provides a novel contribution to the understanding of identity crisis issues and related representation strategies in the accounting profession. Unlike past contributions, it made a full assessment of both the dynamics of an identity crisis and the micro-level responses to it, in a new, non-Anglo-Saxon context.

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9

Shin, Hyun Bang. "Contesting speculative urbanisation and strategising discontents." City 18, no. 4-5 (September 3, 2014): 509–16. http://dx.doi.org/10.1080/13604813.2014.939471.

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10

Parker, Lee D. "Contemporary University Strategising: The Financial Imperative." Financial Accountability & Management 29, no. 1 (January 7, 2013): 1–25. http://dx.doi.org/10.1111/faam.12000.

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11

I. A. Antipin and N. Yu. Vlasova. "Incremental approach to regional strategising: Theory, methodology, practices." Journal of New Economy 21, no. 3 (October 7, 2020): 73–90. http://dx.doi.org/10.29141/2658-5081-2020-21-3-4.

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The relevance of the study stems from the growing importance of the strategic approach in governance, insufficient involvement of various groups of stakeholders in regional development strategising, and the lack of uniform methodologies to the formulation of a region’s strategy for socioeconomic development. The paper researches into the incremental approach to regional strategising. The methodological basis rests on the theoretical concepts of strategic management, regional economics, and political science. The key feature of the incremental approach is the formulation and implementation of a strategy for socioeconomic development of a territory as a gradual, step-by-step, conscious process that ensures continuous improvement of the existing mechanisms and their timely revision, as well as allows adjusting strategic actions and making necessary manoeuvres. The research relies on a comprehensive analysis of the strategies for socioeconomic development of the subjects of the Russian Federation by stages of the strategic management cycle with use of dialectical, causal, and expert evaluation methods. The theoretical significance of the study lies in providing the rationale behind adopting the incremental approach in regional strategising that is due to its ability to increase the likelihood of reaching a consensus between stakeholders, as well as to reduce the risk of making subjective suboptimal managerial and strategic decisions. The practical significance of the paper arises from evaluation of regional strategies and methods of strategising, breaking them down into their basic components (environmental analysis, goals, priorities, mechanisms of implementation and control), and identifying their distinctive features that are typical of the incremental approach.

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12

Alexander, Lynn M. "Diminishing Violence: Strategising Character in Industrial Fiction." Victoriographies 7, no. 2 (July 2017): 161–77. http://dx.doi.org/10.3366/vic.2017.0269.

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In Mary Barton and Felix Holt, Gaskell and Eliot distract readers from the violence within their novels in a number of ways: the early definition of character, the use of time to distance events, and the interruption of the narrative with long passages of time concentrating on a parallel domestic story. Their strategy is to defuse the fear of violence even as they present it. Showing violence as a result of suffering undermines the notion of the working-class man as an animalistic brute, an ‘other’ who is not quite human. Shown to be vulnerable to the pain of others, he becomes capable of suffering himself and worthy of sympathy. Accordingly, the structures of the novels are designed to suggest that violence is avoidable but through domestic change rather than political upheaval, by improving the workers' lives rather than by restructuring society.

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13

Rao, Mukund, V. Jayaraman, S. Kalyanraman, George Joseph, R. R. Navalgund, and K. Kasturirangan. "Strategising for the future Indian EO programme." Acta Astronautica 51, no. 1-9 (July 2002): 549–57. http://dx.doi.org/10.1016/s0094-5765(02)00044-9.

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14

Groot, Nol, and Thijs H. Homan. "Strategising as a complex responsive leadership process." International Journal of Learning and Change 6, no. 3/4 (2012): 156. http://dx.doi.org/10.1504/ijlc.2012.050858.

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15

Sandercock, Leonie, and John Friedmann. "Strategising the metropolis in a global era." Urban Policy and Research 18, no. 4 (January 2000): 529–33. http://dx.doi.org/10.1080/08111140008727855.

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16

Daddow, Oliver. "Strategising European Policy: David Cameron's Referendum Gamble." RUSI Journal 160, no. 5 (September 3, 2015): 4–10. http://dx.doi.org/10.1080/03071847.2015.1102534.

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17

Marius, Pretorius, St Karen, and er. "The identification of management consultant liabilities during strategising." African Journal of Business Management 6, no. 50 (December 19, 2012): 11963–75. http://dx.doi.org/10.5897/ajbm12.549.

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18

Gazso-Windle, Amber, and Julie Ann McMullin. "Doing Domestic Labour: Strategising in a Gendered Domain." Canadian Journal of Sociology / Cahiers canadiens de sociologie 28, no. 3 (2003): 341. http://dx.doi.org/10.2307/3341927.

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19

Pye, Annie. "Corporate Directing: governing, strategising and leading in action." Corporate Governance 10, no. 3 (July 2002): 153–62. http://dx.doi.org/10.1111/1467-8683.00280.

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20

Roig-Tierno, Norat, Domingo Ribeiro-Soriano, and Francisco Mas-Verdú. "Clustering and innovation: firm-level strategising and policy." Entrepreneurship & Regional Development 29, no. 7-8 (August 8, 2017): 814–16. http://dx.doi.org/10.1080/08985626.2017.1335958.

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21

Harrison, Debbie, and Frans Prenkert. "Network strategising trajectories within a planned strategy process." Industrial Marketing Management 38, no. 6 (August 2009): 662–70. http://dx.doi.org/10.1016/j.indmarman.2009.05.012.

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22

Baptista, João, Alexander D. Wilson, and Robert D. Galliers. "Instantiation: Reconceptualising the role of technology as a carrier of organisational strategising." Journal of Information Technology 36, no. 2 (February 26, 2021): 109–27. http://dx.doi.org/10.1177/0268396220988550.

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Technology is often used by senior management as an instrument to deliver strategy by influencing day-to-day activities within organisations. We study how local teams appropriate strategy through the use of technology, specifically in instances where it is rigid and single purposed. We show that technology has the potential to act as a carrier of strategic intent. We theorise local practices of appropriation of strategic intent by conceptualising the role of technology in ‘instantiation’, a notion adopted within the strategy-as-practice literature to explain how localised micro events directly constitute higher-level business outcomes such as those that arise from strategy. Through an in-depth case study following the use of passenger self-service kiosks in a UK airport over a period of 20 months, we review the strategic drivers at the top of the organisation and the central role of technology as the delivery mechanism of strategy. We focus on emergent strategising activity by local teams on the ground. Our main theoretical contributions are thus to extend the concept of instantiation to Information Systems studies and to conceptualise technology as a carrier of strategy, particularly in explaining how technology can embed strategic intent ( structural strategising) and then influence the emergence of local practices consistent with these objectives ( emergent strategising). We find and conceptualise how local practices instantiate strategic intent by decoupling, reframing and then recoupling new logics of work to achieve the aims set out in the organisation’s strategy.

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23

Gilson, Julie. "Complex regional multilateralism: ‘strategising’ Japan’s responses to Southeast Asia." Pacific Review 17, no. 1 (March 2004): 71–94. http://dx.doi.org/10.1080/0951274042000182429.

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24

Wise, Patricia, and Sally Breen. "The Concrete Corridor: Strategising Impermanence in a Frontier City." Media International Australia 112, no. 1 (August 2004): 162–73. http://dx.doi.org/10.1177/1329878x0411200113.

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The Gold Coast can be understood as a ‘new frontier city’, a site which does not meet usual expectations of urban formations and cultural practices. This article explores novel potentials for creative industries and cultural development in the city by focusing on emergent intersections between large-scale real estate development and the creative sector. Drawing on ways of thinking developed by Deleuze and Guattari, we utilise notions of rhizomes and assemblages as a methodological strategy. The article aims to demonstrate that, for the Gold Coast's urban and cultural trajectories, which are marked more by impermanence than continuities, such thinking is likely to prove very useful alongside, supplementary to, or instead of a range of established approaches to urban analysis and policy development.

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25

Bontis, Nick, and Alexander Serenko. "Longitudinal knowledge strategising in a long-term healthcare organisation." International Journal of Technology Management 47, no. 1/2/3 (2009): 250. http://dx.doi.org/10.1504/ijtm.2009.024125.

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26

Seelos, Christian. "Theorising and strategising with models: generative models of social enterprises." International Journal of Entrepreneurial Venturing 6, no. 1 (2014): 6. http://dx.doi.org/10.1504/ijev.2014.059406.

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27

Blackshaw, G. "The Pathological Body: Modernist Strategising in Egon Schiele's Self-Portraiture." Oxford Art Journal 30, no. 3 (July 27, 2007): 377–401. http://dx.doi.org/10.1093/oxartj/kcm020.

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28

Zan, Luca. "Complexity, anachronism and time-parochialism: historicising strategy while strategising history." Business History 58, no. 4 (December 10, 2015): 571–96. http://dx.doi.org/10.1080/00076791.2014.956730.

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29

Lee, Tzong Ru, Jiun Hung Lin, and S. C. Lenny Koh. "Strategising customer voice-based quality improvement for logistics service providers." International Journal of Value Chain Management 1, no. 3 (2007): 266. http://dx.doi.org/10.1504/ijvcm.2007.013304.

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30

Jones, Lisa. "The ‘C-Word’: novice teachers, class identities and class strategising." Pedagogy, Culture & Society 27, no. 4 (January 14, 2019): 595–611. http://dx.doi.org/10.1080/14681366.2019.1566161.

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31

Jørgensen, Brian, and Martin Messner. "Accounting and strategising: A case study from new product development." Accounting, Organizations and Society 35, no. 2 (February 2010): 184–204. http://dx.doi.org/10.1016/j.aos.2009.04.001.

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32

Sarkar, Shulagna, and Punam Singh. "Strategising CSR in addressing sustainable development goals using a scorecard approach." World Review of Science, Technology and Sustainable Development 15, no. 4 (2019): 313. http://dx.doi.org/10.1504/wrstsd.2019.10025796.

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Sarkar, Shulagna, and Punam Singh. "Strategising CSR in addressing sustainable development goals using a scorecard approach." World Review of Science, Technology and Sustainable Development 15, no. 4 (2019): 313. http://dx.doi.org/10.1504/wrstsd.2019.104095.

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34

Hilb, Michael, and Tomas Casas. "Towards a construct of entrepreneurial strategising: the case of private equity." International Journal of Entrepreneurial Venturing 7, no. 1 (2015): 84. http://dx.doi.org/10.1504/ijev.2015.067874.

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35

Lal, David, and Peter A. Strachan. "Understanding strategising in the telecommunications industry: lessons for global telecoms firms." Journal of General Management 32, no. 3 (March 2007): 19–43. http://dx.doi.org/10.1177/030630700703200302.

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36

Brundin, Ethel, and Leif Melin. "Unfolding the dynamics of emotions: how emotion drives or counteracts strategising." International Journal of Work Organisation and Emotion 1, no. 3 (2006): 277. http://dx.doi.org/10.1504/ijwoe.2006.010792.

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37

Eikebrokk, Tom R., and Jon Iden. "Strategising IT service management through ITIL implementation: model and empirical test." Total Quality Management & Business Excellence 28, no. 3-4 (August 19, 2015): 238–65. http://dx.doi.org/10.1080/14783363.2015.1075872.

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38

Freeman, Edward Robert, Chiara Civera, Damiano Cortese, and Simona Fiandrino. "Strategising stakeholder empowerment for effective co-management within fishery-based commons." British Food Journal 120, no. 11 (November 5, 2018): 2631–44. http://dx.doi.org/10.1108/bfj-01-2018-0041.

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PurposeThe purpose of this paper is to link empowerment to the engagement of low-power stakeholders in the context of marine protected areas (MPAs) to suggest how empowerment-based engagement can be strategised to prevent and overcome management crises within a natural common good and ultimately achieve effective co-management.Design/methodology/approachThis research employs a longitudinal case study methodology. The subject of the study is Torre Guaceto MPA, a natural common good, internationally recognised as a best practice of co-management.FindingsThe case study illustrates specific empowerment areas and actions that help move low-power stakeholders to higher levels of engagement to achieve effective co-management. It also suggests that the main strategic implication of empowerment-based engagement is the creation of empowered stakeholders who can serve as catalysts for sustaining the common through the development of entrepreneurial skills that satisfy joint interests.Research limitations/implicationsThe applied methodology of a single case and the peculiar conditions intrinsic to this case can be overcome via the inclusion and comparison of other similar commons.Practical implicationsThe study provides a stakeholder management model of empowerment-based engagement that offers concrete evidence of empowerment strategies that can be adopted and adapted by the management of similar natural common goods.Originality/valueThe research fills the literature gaps related to understanding the antecedents of engagement and its strategic implications within natural common pool resources.

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39

Wynne, Brian. "Lab Work Goes Social, and Vice Versa: Strategising Public Engagement Processes." Science and Engineering Ethics 17, no. 4 (October 21, 2011): 791–800. http://dx.doi.org/10.1007/s11948-011-9316-9.

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40

Haleem, Abid, Mohd Imran Khan, and Shahbaz Khan. "Halal certification, the inadequacy of its adoption, modelling and strategising the efforts." Journal of Islamic Marketing 11, no. 2 (May 17, 2019): 384–404. http://dx.doi.org/10.1108/jima-05-2017-0062.

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Purpose Need for effective adoption of halal certification through assessment and accreditation (HCAA) is imperative for the higher level of customer satisfaction. To achieve this, all stakeholders need to be involved in developing the policy. Thus, this study aims to identify barriers to the adoption of HCAA and analyses through structural model of interrelated barriers Design/methodology/approach The structural and hierarchical model of barriers to the adoption of HCAA is developed after extensive systematic literature survey along with opinions from various types of experts. Interpretive structural modelling is identified as the appropriate tool in making this model, which is further analysed using MICMAC (Matriced’ Impacts croises-multipication applique’ and classment). Corresponding issues for every barrier as identified may help in further developing the action plan for each stakeholder. Objectives and action plan for various stakeholders were evolved and provided. Findings The significant finding indicates to developing a globally accepted halal certifying organisation, as to contain the mislabelling, and this further needs extensive government and customer support. The customer needs to be more aware of the proper idea of halal. Therefore, to succeed, the industry needs to develop a brand identity with a distinct/unique/clear marketing message, not just certifying products/services as halal. Originality/value Specific direction for different stakeholders has been derived along with academic finding for researchers and to further develop the action plan.

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41

Ghosh, Suvankar, Marvin D. Troutt, and Alan Brandyberry. "An RBV and real options-based soft OR heuristic for solution strategising." International Journal of Business Information Systems 12, no. 4 (2013): 404. http://dx.doi.org/10.1504/ijbis.2013.053215.

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42

Darbi, William Phanuel Kofi, and Paul Knott. "Strategising practices in an informal economy setting: A case of strategic networking." European Management Journal 34, no. 4 (August 2016): 400–413. http://dx.doi.org/10.1016/j.emj.2015.12.009.

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43

Maulud, A. L., and H. Saidi. "The Malaysian Fifth Fuel Policy: Re-strategising the Malaysian Renewable Energy Initiatives." Energy Policy 48 (September 2012): 88–92. http://dx.doi.org/10.1016/j.enpol.2012.06.023.

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44

Kumar, Anil. "Strategising CSR for Rural Development: A Case Study of DCM Shriram Ltd." Journal of Rural Development 39, no. 3 (September 30, 2020): 349. http://dx.doi.org/10.25175/jrd/2020/v39/i3/132139.

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45

Shackell, Cameron, and Laurianne Sitbon. "Computational opposition analysis using word embeddings: A method for strategising resonant informal argument." Argument & Computation 10, no. 3 (January 29, 2020): 301–17. http://dx.doi.org/10.3233/aac-190467.

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46

Tuominen, Matti, and Mai Anttila. "Strategising for innovation and inter-firm collaboration: capability analysis in assessing competitive superiority." International Journal of Technology Management 33, no. 2/3 (2006): 214. http://dx.doi.org/10.1504/ijtm.2006.008312.

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47

Song, Dong-Wook, and Francesco Parola. "Strategising port logistics management and operations for value creation in global supply chains." International Journal of Logistics Research and Applications 18, no. 3 (May 4, 2015): 189–92. http://dx.doi.org/10.1080/13675567.2015.1031094.

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48

LOONEY, CHRIS, BENJAMIN T. CALDWELL, and SANFORD D. EIGENBRODE. "When the prairie varies: the importance of site characteristics for strategising insect conservation." Insect Conservation and Diversity 2, no. 4 (November 2009): 243–50. http://dx.doi.org/10.1111/j.1752-4598.2009.00061.x.

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49

Samarasinghe, Vidyamali, and Barbara Burton. "Strategising prevention: a critical review of local initiatives to prevent female sex trafficking." Development in Practice 17, no. 1 (February 2007): 51–64. http://dx.doi.org/10.1080/09614520601092378.

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50

Diugwu, Ikechukwu A. "Re-Strategising for Effective Health and Safety Standards in Small and Medium-Sized Enterprises." Open Journal of Safety Science and Technology 01, no. 03 (2011): 115–28. http://dx.doi.org/10.4236/ojsst.2011.13013.

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