Role Of Strategic Management Research Articles

Ready for the future? Universities' capabilities to strategically manage their intellectual capital

PurposeThis paper aims to explore the possibilities of combining foresight techniques and intellectual capital management, as two approaches of participatory strategic management, in higher education institutions. The objective is to generate concrete benefits for prospective strategic management in the academic sector. It also aims to focus on how it may be possible for universities to address the challenges of major change management programmes by implementing foresight and intellectual capital management models.Design/methodology/approachThe paper reviews recent literature both on conceptual issues and experiences in relation to foresight and intellectual capital. The paper presents an ongoing project focused on the development of a vision for the future of the higher education system in Romania and a frame to differentiate Romanian universities.FindingsA proposal of an integrated use of foresight and intellectual capital management for universities is suggested. The case study presented illustrates how foresight provides an excellent approach to address the question of how to develop a shared vision of the future and jointly define a strategy to best adapt an organization to the new context, and intellectual capital management models play a role in strategic management, resource allocation and monitoring of objectives and organization performance.Practical implicationsThe issues addressed in the paper could provide the starting point for better integration of strategic management in higher education institutions.Originality/valueThe paper explores two concepts closely related but that have not been analysed together: the relationship between Intellectual capital approaches and foresight.

The need of effective strategic management during a planned change: An example of bologna change process from a Turkish university

The purpose of the present study is to investigate the road map of; pitfalls experienced during; role and readiness of internal stakeholders involved in a planned organizational change. Effective strategic management should be agile to enable companies to move quickly in response to new environmental changes, and replace outdated ideas and applications with processes that can provide to meet new requirements as they present themselves. An organizational change can either be planned trough different change strategies deliberately or it can be less controlled and composed of emergent processes. Since Bologna Process (Official Site of Bologna Process, a) is a complicated change process which aims to bring many opportunities and help to improve the university, an effective strategic management is necessary to lead this planned change in order to get beneficial outcomes. The article initiates with a thorough literature review about managing organizational change and role of strategic management during a planned change. Hence, Bologna Process has highly interdependent duties adapting a qualitative research method seems appropriate to be able to investigate this change process in-depth. In this research 9 semi structured interviews had been conducted in order to collect data. Also participant observant notes, field notes and secondary data were used.

UNDERSTANDING THE IMPACT OF INFORMATION TECHNOLOGY ON STRATEGIC MANAGEMENT: A POWER ASYMMETRY VIEW

The substantial impact of information technology (IT) on strategic management is well acknowledged by both practitioners and academics. However, there is a lack of in-depth understanding on such issues as (1) in what manners IT plays its fundamental role in strategic management and (2) how IT applications and decision makers interact with each other in this process. This paper investigates the power dimensions of IT in strategic management and the asymmetrical relationship of power-dependence between strategic management and IT applications. A set of theory-driven propositions is advanced, which can serve as a theoretical foundation for the development of hypotheses in future empirical studies. A multi-method research design of “mixing levels of analysis” is proposed to address the research questions.

Strategic Thinking and Strategic Planning: Two Pieces of the Same Puzzle

An organization’s strategy consists of many factors that form a formula or road map to provide guidance concerning the organization’s goals, how it will go about attaining these goals, and the tactics and policies that are needed to attain those goals Porter (1980). Thus, one can ascertain that there are many components of strategy. Management’s understanding and use of strategy as a tool to ensure business success has been an important issue for many decades. This paper’s purpose is to determine establish the critical components of strategic management. To accomplish this purpose, the analysis first compares and contrasts the relationship between strategic planning and strategic thinking and their relationship to strategic management. Second, the paper evaluates the strategic management process within the framework of its strategic planning and strategic thinking components. Third and last, the analysis makes conclusions as to the critical role of strategic management in organizational success.

Study on Irrational Strategic Management

With the development of economy, original pure rational strategic management could not adapt to the complex andever-changing environment now. A kind of irrational strategic management is emerging quietly. This passage introduces the development of irrational strategic management and its function in strategic management, and discusses the way of irrational factor playing an active role in strategic management.

Innovations, Fads, and Fashion: Information Technology and Strategy, a Co-Evolution of Theory and Practice

IT represents one of the largest recurring expenditures made by firms and is a central phenomenon in the quest for competitive advantage. While IT has served as valuable phenomena in the strategy literature, research has lagged IT innovation and has produced mixed results for informing IT phenomena. The mixing of innovations, fads, and fashion with theory might lead to an inability to identify empirical connections between IT initiatives and competitive advantage and, therefore, to conclusions that 'IT doesn't matter'. Our review of nearly 500 articles over the past 30 years shows a strong co-evolutionary relationship between the phenomena and theory of IT's role in strategic management. We observe that, over distinct phases of IT innovations, IT phenomena appear to contribute disproportionately to strategic management theory.

The new generation of corporate universities – co‐creating sustainable enterprise and business development solutions

Captures the researches, experience and current thoughts of two leading professional corporate university and corporate academy solutions designers and developers. Provides a provocative commentary on the quality of current management perspectives and practice in the area of corporate university management and comments on some of the popular misconceptions of what the corporate university is all about. Moves forward, from a critique perspective, with comments on a proactive modality for configuring intellectual properties and implementing intervention programmes. This process involves the development of dynamic scenarios around “thinking schools” properties and their manifestation through management processes defined as the BLU way. Emphasises the vital strategic management role being undertaken by the new generation of corporate university managers and the nature of the skills and competencies necessary in renewing and sustaining intelligence based enterprise cultures in organisations.

TELAAH KONSEP MANAJEMEN STRATEGIK ANTARA PORTER DAN HAMEL DAN PRAHALAD

There is little question that strategic management is undergoing profound perspective change as the 21st draw to close. What are the forces for change? Where are strategic management going? What are the obstacles to getting there? These are the questions I propose to discuss in this paper. In order to maintain the existence of an organization, the role of strategic management more crucial in many organizations. On one hand, the strategic management is have to be fermulated with high adaption to environment changes and match with their own core capabilities. On the other hand, organizations have an precendented opportunity to refocus their internal activities system as strategic assets. Transforming this conditions into an opportunity, however, requires a new strategic management perspective, especially to formulate the matching strategy. The world is surprised because of new perspective in Strategic management that have specific description.The two perspectinves of strategic management socialized by Michael Porter and Hamel and Prahalad. These two perspectives inspires strategist to find the right strategic concept before their formulate the right strategy for their company. This paper describe and clarify the focus, color and the specific implementation of Porter and Hamel and Prahalad perspective on Strategic Management.

New approaches to communication management for transformation and change in organisations

In the new millennium, organisations are going through rapid changes and the role of strategic management is challenged. When the organisation is threatened by environmental changes such as crises or competition as a result of information technology development or increased customer demands, the need for communication increases. During high change situations, when the publics of the organisation become involved in the change issues, they actively seek information about the issues. If the organisation could utilise communication management more effectively and in a twoway, participative way, they would build more positive relationships with the publics involved and reorganise themselves out of disorder. Strategic planning will become even more important, but will have to change to a contingency approach and emphasise flexibility and relationship building. This paper looks at organisational processes during change and how they can be managed by communication. Implications are drawn from chaos, postmodern and complexity theory as well as the contingency view of communication. The authors create a framework for scanning and analysing processes and settings, and suggest an alternative strategic, symmetrical and ethical communication approach to respond to problems. They present a new paradigm that emerges as a response to polarisation and treats communication as more receiver‐centred, stakeholder‐based, relationship‐building‐oriented and of strategic importance. This paper lays a foundation for an alternative perspective to the central problems of the communication discipline against the background of new emerging multidisciplinary approaches.

Issues management: the case of Rhône‐Poulenc Agriculture

Recent research among the corporate communications and public affairs functions of a sample of major public corporations in the UK revealed that 95 per cent felt that issues were handled in a reactive and ad hoc manner. Examines a management and environmental study currently being conducted by Rhône‐Poulenc Agriculture Ltd. Demonstrates how public relations have been employed to help determine the future of the company and illustrates the function in its strategic management role. Illustrates how business analysis and planning models are used to inform the issues management process to ensure it is planned and effective.

Strategic Management in the Public Sector: Concepts, Models, and Processes

Lffective public administration in the age of results-oriented management requires public agencies to develop a capacity for strategic management, the central management process that integrates all major activities and functions and directs them toward advancing an organization's strategic agenda. Strategic management is concerned with strengthening the long-term viability and effectiveness of public sector organizations in terms of both substantive policy and management capacity. It integrates all other management processes to provide a systematic, coherent, and effective approach to establishing, attaining, monitoring, and updating an agency's strategic objectives. Strategic management is integrative in nature in the sense of (a) focusing attention across functional divisions and throughout various organizational levels on common goals, themes, and issues; (b) tying internal management processes and program initiatives to desired outcomes in the external environment; and (c) linking operational? tactical, day-to-day decisions to longer run strategic objectives. Particularly given the dynamic political and institutional environment within which many public agencies operate, an effective strategic management capability is essential for maintaining or strengthening the fit between the organization and its external stakeholders and managing for results within a clearly defined context of mission, mandates, values, and . . vlslon. Strategic management has been addressed in the public administration literature (Koteen, 1989; Nutt & Backoff, 1992; Rabin, Miller, & Hildreth, 1989; Steiss, 1985) but by no means as extensively as has its most critical component, strategic planning, or other management approaches such as total quality management. However, a more recent article by Mlnzant and Vlnzant (1996a) goes a long way toward refocusing appropriate attention on the role of strategic management in the public sector and discussing implementation issues and strategies in an instructive manner. The purpose of the present article is to raise awareness of the central importance of strategic management in government, define the critical elements in a holistic model of strategic management, discuss the strategic management process, and

Raytheon: the defender of the rain forest

The article begins with the premise that strategic management is a dynamic activity, actively managing the way in which strategy unfolds. It also stresses the innovative role of strategic management and the need to reinvent industries. The recent $1.4 billion deal with the US defence company Raytheon to provide a system to monitor exploitation of the rain forest for the Brazilian Government is used as an example of the two aspects of strategic management. © 1998 John Wiley & Sons, Ltd.

The Dynamic Capabilities of Firms: an Introduction

An expanded paradigm is needed to explain how competitive advantage is gained and held. Firms resorting to 'resource-bas ed strategy' attempt to accumulate valuable technology assets and employ an aggressive intellectual property stance. However, winners in the global marketplace have been firms demonstrating timely responsiveness and rapid and flexible product innovation, along with the management capability to effectively coordinate and redeploy internal and external competences. This source of competitive advantage, 'dynamic capabilities', emphasizes two aspects. First, it refers to the shifting character of the environment; second, it emphasizes the key role of strategic management in appropriately adapting, integrating, and re-configuring internal and external organizational skills, resources, and functional competences toward changing environment.3 Only recently have researchers begun to focus on the specifics of developing firm-specific capabilities and the manner in which competences are renewed to respond to shifts in the business environment. The dynamic capabilities approach provides a coherent framework to integrate existing conceptual and empirical ^ knowledge, and facilitate prescription. This paper argues that the competitive advanis tage of firms stems from dynamic capabilities rooted in high performance routines z operating inside the firm, embedded in the firm's processes, and conditioned by its •*> history. It offers dynamic capabilities as an emerging paradigm of the modern business J firm that draws on multiple disciplines and advances, with the help of industry studies > in the USA and elsewhere.

Corporate linkages and organizational environment: A test of the resource dependence model

AbstractTwo competing models of corporate boards are presented. Management control proposes that the board is a rubber stamp for management, and plays a minor role in strategic management, while resource dependence asserts that the board is a tool used to manage environmental uncertainty. A structural model was developed to determine whether corporate boards respond to different types of environmental uncertainty, using data on 147 companies from nine industry groups. It was found that boards tended to be smaller in a more uncertain environment, while having an increased number of interlocks. This relationship was stronger in high‐performing firms.

Strategic cores and magnificent obsessions: Discovering strategy formation through daily activities of ceos

Obsessions play an important role in strategic management: this paper shows how they establish causality between intention and action. Following 1 month of continuous, direct observation of CEOs at work, strategies were revealed to be intentional: by their activities the CEOs generated a strategic core consistent with their preoccupations. The Magnificent Obsessions latent in their preoccupations appeared as a common element in all their activities and served as a key to understanding their compulsion to address certain issues over others.

An Interactive Stock Control System with a Strategic Management Role

This note describes the design, implementation and consequences of a stock control system employing interactive mini computers for a number of builders and plumbers merchants.

An Interactive Stock Control System with a Strategic Management Role

An Interactive Stock Control System with a Strategic Management Role