Strategic Change Process Research Articles

Strategy evolution in Central and Eastern European pharmaceutical firms 1992–2005

Abstract Since the early 1990s the CEE markets have undergone a major transition. This has led to changes in ownership for many indigenous firms as they moved from state to private control. This paper contributes to a gap in existing knowledge by developing understanding of how the realized strategic actions of these firms evolved. In order to contribute to this gap, evolution theory is applied to address the research question: ‘How did the strategic actions of indigenous pharmaceutical firms evolve as the CEE region developed from a planned to a market economy?’ This is achieved through longitudinal mapping of the strategic actions realized by firms, comparison of patterns in temporal strategy development, together with identification of factors that appear to have influenced this strategic change process. Using a qualitative research design the paper explores and compares how the realized strategic actions of LEK, Richter, and Pliva evolved from 1992–2005. The findings highlight a range of factors that had the potential to impact upon the strategic process for these firms. The research also shows that although there were some similarities in the strategic actions realized by the firms, in overall terms each firm packaged its realized strategic actions in a unique way. Copyright © 2009 John Wiley & Sons, Ltd.

Internationalization as Strategic Change: The Case of Deutsche Treuhand-Gesellschaft

Building on Hinings and Greenwood’s (1988) concept for the explanation of strategic change processes, this paper examines the organizational transformations in the internationalization process of Deutsche Treuhand-Gesellschaft. We identify three archetypes of the international organization of DTG/KPMG, which developed from a correspondent network via an international federal network organization to become a global advisory firm, undergoing various stages of transition, de-coupling and re-orientation. Our analysis (a) provides an in-depth understanding of the longitudinal and contextual character of internationalization as a strategic change process of one of the most prominent international accounting firms with a European origin and (b) contributes to a rapprochement of strategic change and internationalization literatures.

Simulation Study Of Small Scale Jobshop

This paper examines the impact of strategic change management on the performances of public transport in Osun State, Nigeria. It aimed at determining the role of leadership style in strategic change management; identify in factors that are influencing change process and actual performance of an organization. The study was carried out in the administrative seat of Osun State, Nigeria where, a sample size of 87 respondents was selected using multi-stage random sampling technique. The result of the study showed that, an effective strategic change processleads to a higher level of corporate performance; a strategic change process informed by effective leadership has positive effect on corporate performance and actual performance of an organization and the relationship is significant at 0.01 level. Journal of Research in National Development Vol. 3 (2) 2005: pp. 44-49

Impact Of Strategic Change Management On The Performance Of Public Transport In Osun State, Nigeria

This paper examines the impact of strategic change management on the performances of public transport in Osun State, Nigeria. It aimed at determining the role of leadership style in strategic change management; identify in factors that are influencing change process and actual performance of an organization. The study was carried out in the administrative seat of Osun State, Nigeria where, a sample size of 87 respondents was selected using multi-stage random sampling technique. The result of the study showed that, an effective strategic change process leads to a higher level of corporate performance and actual performance of an organization and the relationship is significant at 0.01 level. Journal of Research in National Development Vol. 3 (2) 2005: pp. 26-29

Implementing Educational Technology in Higher Education: A Strategic Approach

Although the move toward implementing technology in higher education is driven by an increasing number of competitors as well as student demand, there is still considerable resistance to embracing it. Adoption of technology requires more that merely installing a product. This paper outlines a framework for a strategic change process that can be utilized by educators for the purpose of the selection as well as successful implementation of educational technologies within their setting, in particular, online course management systems. The four steps of this process include strategic analysis, strategy making, strategic plan design, and strategic plan implementation. The choice to embrace a new system and the extent and speed of its implementation depends upon internal factors such as resources, organizational culture, faculty readiness, anticipated degree of resistance, and the degree of variance from the status quo. A case from the author’s experience provides one example of how the use of distance learning technology was strategically implemented.

A University Name Change: Significance of Faculty Involvement

ABSTRACT The landscape of higher education is more competitive now than ever before. Colleges and universities are changing and refocusing their identity, missions, and strategic visions to better serve students, prospective students, partners, and other external constituencies. As a result, many colleges and universities have changed their name to distinguish and differentiate themselves in this growing and evolving marketplace. This study takes a closer look into the phenomenon of a university strategic name change process and faculty involvement. It addresses the following questions: How much faculty involvement is needed to facilitate a successful university strategic name process? What is the impact of faculty involvement on a university strategic name event? What are the drivers of a university strategic name change? What are the roles of faculty members in fulfilling the desired outcome(s) of university strategic name change events. This paper proposes that faculty involvement is pertinent to the process and outcomes of a strategic university name change.

Repositioning hip global region of interest borders affects bone density measurements

When manufacturing firms venture into services, they often do so either in reaction to deteriorating performance or to further enhance their financial position. While extant literature argues that firms are most likely to succeed with strategic change processes out of a healthy position, the majority of manufacturers have started their service maneuver in reaction to deteriorating performance. To date, no empirical studies examine whether a healthy financial situation is a necessary requirement for successful service transition. Drawing on configuration theory and employing qualitative comparative analysis, the present study demonstrates that an increasing focus on services can lead to success for both types of firms. However, depending on their financial situation, firms should tap different resource and knowledge sources to implement the service transition: Whereas healthy companies should focus on customers as a knowledge source, companies in an inferior financial situation need strong links with suppliers to turn their services transition into financial success.

Development of Stakeholder Relationships by Integrating Their Needs into Organization's Goals and Objectives

Organizations have been defined as a “nexus of contracts”. These contracts specify or imply what the organization expects from each stakeholder group to help it achieve its primary objectives and what each stakeholder expects from the organization in return for its cooperation. Within this contracting framework, one of the most important managerial functions is to establish and maintain stakeholder relationships. Collaboration represents a new way of thinking and operating for most organizations. Slowly, internal systems and structures are changed to support this new way of being. Employees are more involved in decision making, cross-functional teams become commonplace, corporate reward system recognize the value of cooperation and group performance. The transition to a more collaborative organizations also takes place at the individual level as managers and employees grapple with old paradigms and develop new mind-sets as well as new skill sets. Aligning internal systems and structures requires an ongoing effort. No organization will ever be completely ready for collaboration because organizational readiness is multidimensional. Senior management must visibly and consistently support stakeholder collaboration, employees must understand their role in relationship building, multiway communications systems must be accessible, and rewards and recognition must be tied to the success of stakeholder relationships, not just to short-term financial indicators. Most organizational change efforts fail to produce expected results because business does not cope well with the emotional aspects of change. Organizations must involve their staff in creating a desirable and attainable vision and then support employees to make changes happen. Managerial tasks such as planning, budgeting, organizing, staffing, controlling, and problem solving, while important, are not the keys to successfully facilitating a strategic transformation or change process. There are various tools that can be used to help make the transition to a more collaborative organization. The success of organization depends on its ability to generate satisfaction and loyalty among organization customers, users, employees and the stakeholders. Seeing the organization as a set of inter-related processes is particularly useful rather than fixed line hierarchy as it is necessary to maximize and utilize the whole organization. Processes describe the numerous connections that cut across the organization, the interaction of staff and departmental activity and the flow of work that actually occurs, to ultimately deliver stakeholder satisfaction.

APLICAÇÃO DOS CONCEITOS DE REDES INTERORGANIZACIONAIS NO SETOR VAREJISTA: UMA PROPOSTA DE APLICAÇÃO DOS CONCEITOS DE BROKERS E OPERADORES LOGÍSTICOS EM EMPRESAS DISTRIBUIDORAS DE ALIMENTOS

Uma das principais práticas adotadas pelas organizações no atual ambiente de negócios e de gestão tem sido a aplicação dos princípios de redes, baseado nos conceitos da parceria, da associação e da cooperação. As experiências desse novo tipo de práticas organizacionais têm sido bem sucedidas em diversos setores econômicos, criando melhores condições para a obtenção de vantagens competitivas. Neste trabalho, é feito um estudo para verificação da possibilidade de aplicação desses conceitos varejista, dentro das novas perspectivas do gerenciamento de suprimentos e da logística. Neste sentido, o trabalho faz um diagnóstico do setor varejista, verificando as possibilidades da aplicação dos princípios de redes numa empresa atuante junto ao setor de representação e distribuição de alimentos, a partir de um processo de mudança estratégica, propondo um modelo organizacional baseado nos conceitos de brokers e operador logístico, os quais substituem e / ou incorporam os diversos agentes envolvidos com a distribuição de alimentos, quais sejam: o representante comercial, o distribuidor e o atacadista. Palavras-chaves: competitividade, redes organizacionais, cadeia de suprimentos.

The appliance of science? New public management and strategic change

Changes in the nature of science as a social practice were fundamentally organic and endogenous in nature prior to the 1970s. Since then changes in UK public science has been policy-led and the imperatives exogenous. This shift was the result of attempts to achieve strategic managed change in the sector using new public management (NPM) techniques. This paper explores the discourses that promoted the change effort and the NPM techniques and processes deployed to this end. It seeks to identify the aims and objectives of the intended strategic change and evaluates the extent to which they have been achieved. Our conclusion is that rather than a planned, strategic change process directed at improved economy, efficiency and effectiveness, what occurred was a poorly processed ideologically driven attempt to achieve political aims.

In the driver's seat or rubber stamp?

PurposeThere has been increasing interest in Australia regarding corporate boards, their role and the contribution they make to organisations' performance and success. There is however, a gap in our knowledge about what board members do. To better understand boards, we need to know more about the behaviour of those who sit on boards. Many chairmen and all non‐executive directors serve on corporate boards in a part‐time capacity, however, such part‐time service does not negate a role in strategy. The purpose of this paper is to ask how, if at all, do part‐time board members influence strategy in Australian public companies?Design/methodology/approachThis paper first examines the literature on choice, change and control as key aspects of firms' strategic conduct. Second, attention turns to generating empirical data to examine how part‐time board members engage with these processes. Attention is given to the actions of part‐time board members vis‐à‐vis executive directors, both inside and outside the boardroom. Data from interviews with 20 board members are interpreted using the 1999 framework of McNulty and Pettigrew which conceptualises part‐time board members' involvement in strategy as: ”taking strategic decisions”, ”shaping strategic decisions” and ”shaping the content, context and conduct of strategy”.FindingsEach of the three levels of part‐time board member involvement in strategy described by McNulty and Pettigrew engage part‐time board members in processes of choice, change and control in differing ways. Part‐time board members are able to shape both the ideas that form the content of corporations' strategies and the methodologies and processes by which those ideas evolve. In so doing, part‐time board members are capable of exerting control over management and influencing processes of strategic choice and change. Boards of directors have a role in strategy formulation, strategic decision‐making and strategic control.Practical implicationsThe board's role is in the driver's seat not as a rubber stamp. A process whereby board members can engage and exert a controlling influence over strategic direction and outcomes of the corporation is of benefit not only to Australian corporations but has global corporate benefit. The paper describes and analyses the contribution to strategy made by board members in five Australian companiesOriginality/valueThis paper describes and analyzes the contribution to strategy made by board members in five Australian companies.

The bullet and the ballot box: The case of the IRA1

This paper aims to find out how participation in the electoral process may have helped to alter the strategic outlook of the Irish Republican movement. The questions to be answered are whether electoral participation has contributed to the diminishing importance of terrorist violence in Irish Republican strategy, and – in particular – how electoral participation has influenced the process of strategic change. Based on the construction of a sound theoretical framework within which to evaluate the impact of electoral participation on a terrorist group's strategic outlook, the argument presented is that there were primarily two mechanisms through which electoral participation impacted upon the process of transformation within the Irish Republican movement: (1) its inclusion into a systematic process of dialogue with other political actors, and (2) the exposure to public opinion, whose negative responses towards the use of armed force undermined the reliance on this method. Furthermore, the paper highlights the significance of several enabling factors – the role of external actors, leadership, and state repression – which may be used to enhance our theoretical framework in further studies.

Operationalization of strategic change in continuing education

PurposeHong Kong continuing education has encountered vigorous change in recent years. It is not limited to the mode of teaching and learning. Changing government policies, fund cutting to the higher education system and the entry of overseas university degrees increase the intensity of competition in the environment to an extraordinary extent. There is a large increase in demand upon internal capabilities of both the continuing education institutions and their leaders to confront the challenging conditions. Aims to examine this situation.Design/methodology/approachThe alignment theory emphasizing strategic fit among the four elements – market competitiveness, business strategy, organizational culture, and leadership style – stresses the significance of matching the four elements within the same logic which are defined as “production”, “administration”, “development”, and “integration”. Strategic fit of four elements within the same logic enhances the organization's performance level. However, the phenomenon is limited in its way of operation. The researcher substitutes the phenomenon with an operationalization model of strategy fitting the four elements within the same logic by attempting an intensive case study of the strategic change process brought forward by the leader of the Built Environment Unit (BEU) of the School of Professional and Continuing Education of the University of Hong Kong.FindingsThe research concludes with a strategic change model of the BEU which emphasizes continuous learning, affection, participation and understanding. The model is built on a groundwork comprising academic identity building and culture management. Its concrete block structure is made up of contextualization in the aspects of program diversification, progression ladders and professional recognition. The whole work is reinforced by Built Environment Sustainability Symposia and a Qualifications Framework to confirm the loyalty of their students.Originality/valueThe model can be referred to as a framework by continuing education institution leaders who cope with similar market‐changing conditions.

Managing change: quality‐oriented design of strategic change processes

PurposeThe continuous change with which companies are faced, requires an approach to implement the necessary changes to the organization's structure. Existing approaches represent sequential procedures, which do not meet the requirements to deal with the characteristics of continuous change. Furthermore, existing models for managing change only state what has to be done but do not explain how it can be done. Aims to remedy these shortcomings.Design/methodology/approachBased on existing models and on the criteria of the EFQM model, a control loop for the management of strategic change processes was developed. A quality gate concept was defined to measure the performance of the change process by measurements at the quality gates after each phase of the process.FindingsThe integrated methodologies and tools were validated in projects with various companies and adapted to practical needs.Research limitations/implicationsA crucial point for the presented procedural model is the applicability of the integrated tools. Therefore, in an actual investigation project the tools are implemented in a multimedia training module to train the handling and application of the tools.Practical implicationsThe procedural model and the training module will enable companies and their employees to plan and implement necessary change processes autonomously.Originality/valueThe procedural model is the first one to meet the requirements to deal with continuous changes, with which companies are faced. It describes the tools and methodologies to complete the phases of a change process.

Identity and collaborative strategy in the Canadian HIV/AIDS treatment domain

We explore the links between identity and strategy making by drawing upon a case study of a collaborative strategy implemented by community organizations and pharmaceutical companies involved in Canadian HIV/AIDS treatment. In implementing collaborative strategy, our analysis shows that champions engage in identity work that simultaneously involves: identification with their respective constituencies and, specifically, with categories associated with high legitimacy; counter-identification from their respective constituencies by constructing themselves as different from its core members; and dis-identification away from their constituency towards their collaborative partners. We also examine the interactions between champions and other actors involved in the strategic change process to show the limits and tensions involved in such identity work. We conclude with a discussion of the implications for research and practice.

A dynamic model of strategic change in growth-oriented firms

The article proposes a dynamic model of strategic change processes in the growth-oriented firm. It presents construct variables drawn from previous research to explore how innovation and change are enabled and inhibited. These variables include the size of the firm and how habituated its routines have become, its levels of demographic diversity, internal conflict and staff morale, the change propensity of its top management team (TMT) and the availability of interpretive skills and extent of strategic issue diagnosis. Also implicated are the impact of external events and influences and the managerial schema, the set of shared beliefs that inform and guide the firm. All these variables, directly or indirectly, affect performance outcomes. The model enables a critical discussion of the ways in which growth-oriented firms can enhance their performance through a better understanding of dynamic, collective change processes. Copyright © 2005 John Wiley & Sons, Ltd.

Issues and challenges in strategic repositioning: the case of Cable and Wireless

Abstract Between 1999 and 2002, Cable and Wireless (C&W) undertook a radical strategic repositioning as it sought to become more focused on key growth markets. Due to a combination of a declining external environment and an inadequate external environment, this process of strategic change failed to establish the company as an Internet powerhouse. This article examines the strategic repositioning undertaken by Cable and Wireless throughout the period 1999 to 2002. It scrutinizes how the company has sought to transform itself from an integrated communications provider, covering many segments in many different locations, into a more focused operator targeting a specific commercial segment. The major problems that the company encountered in this process of change are examined, notably in terms of the limit to strategies based on the perceived benefits of strategic focus. It concludes with an examination of what lessons can be learnt from its experience of strategic change. Copyright © 2003 John Wiley & Sons, Ltd.

Grounding strategic change practice in theory: the case of Avaya Ireland, 1992–2000

AbstractThe Avaya Ireland story generates insights about how the European Foundation for Quality Management Model can be mobilized as a vehicle for driving organizational change. This paper describes the process of strategic change at Avaya Ireland and grounds the practical experience in recent strategic change management literature.The process of linking strategic change management theory to practice adds richness to the analysis by illustrating how radical change can be brought about by a perceived crisis based on changing environmental conditions. It also illustrates the use of applied frameworks by the organization as a guide for structuring and motivating strategic change. Copyright © 2003 John Wiley & Sons, Ltd.

The Structure and Significance of Strategic Episodes: Social Systems Theory and the Routine Practices of Strategic Change

In this paper we draw on Niklas Luhmann's social systems theory, and in particular his concept of an 'episode', to guide research into strategic practice and its relationship to the operating routines of an organization. Episodes, in Luhmann's theory, provide a mechanism by which a system can suspend its routine structures and so initiate a reflection on and change of these structures. Applying this theory to the organizational process of strategic change, we draw attention to the routine nature of strategic episodes and to their organizational role as the effective locus of strategic practice and the interaction between strategic and operating routines. We continue to develop a framework for the systematic analysis of different kinds of episode in terms of key aspects of their initiation, conduct and termination.

Award‐winning results from implementing strategic change at Avaya Ireland

AbstractThis case study describes the strategic change management process at Avaya Ireland, a medium‐size enterprise operating in a rapidly changing environment from 1992 to the present. Having adapted to a volatile business environment, Avaya won the Irish Business Excellence Award in November 1998 and the European Quality Award (SME category) in September 2000. Renowned as a center of excellence in Europe, the facility was one of the first organizations to receive the ISO9001: 2000 standard. Analyzing Avaya Ireland's experience provides an insight into the relationship between environmental factors and organizational level‐strategic change. The strategic change process at the Avaya Ireland facility offers a framework for developing strategic capability for survival in a complex sociological, political, and economic environment. © 2002 Wiley Periodicals, Inc.