Strategic Conversations Research Articles

Strategic Management and Shared Vision in Micro and Small Enterprises

This essay addresses aspects of strategic management in micro and small enterprises (MSEs) that are not usually treated in the literature, especially regarding the development and sharing processes of directors’ vision based on strategic conversation. It follows a systemic learning approach, which is descriptive and based on soft systems methodology, an interpretive perspective of systems theory. Its central concepts are vision and learning. First, however, the essay justifies the need for this type of approach, describes the potential contribution of the vision and learning concepts, and characterizes the approach itself by exploring the literature. The resources employed to develop this article are primarily the available literature, various examples, argumentation, and description. The contributions that it generates include a differentiated perspective to understand strategic management of MSEs, more knowledge about certain aspects scarcely addressed in previous studies, and potentially useful themes and understandings for further studies.

Emotional Dynamics and Strategizing Processes: A Study of Strategic Conversations in Top Team Meetings

AbstractAn important but largely unexplored issue in the study of strategy‐as‐discourse is how emotion affects the discursive processes through which strategy is constructed. To address this question, this paper investigates displayed emotions in strategic conversations and explores how the emotional dynamics generated through these displays shape a top management team's strategizing. Using microethnography, we analyse conversations about ten strategic issues raised across seven top management team meetings and identify five different kinds of emotional dynamic, each associated with a different type of strategizing process. The emotional dynamics vary in the sorts of emotions displayed, their sequencing and overall form. The strategizing processes vary in how issues are proposed, discussed, and evaluated, and whether decisions are taken or postponed. We identify team relationship dynamics as a key mechanism linking emotional dynamics and strategizing processes, and issue urgency as another important influence.

Developing Vocabulary Through Purposeful, Strategic Conversations

AbstractExplicit instruction on the skill of creating mental imagery from text supports reading comprehension and recall. This article shares a strategy for teaching students how to process what they read by comparing mental imagery to “brain movies.” It emphasizes choosing appropriate fiction and nonfiction texts to encourage readers to build the skill of creating mental imagery, and offers examples from two classrooms on how students use brain movies to make meaning from what they read.

The relation of key performance indicators and strategy development revisited

Management Control Systems (MCS) are considered as integral parts of strategy development and implementation. Previous research has determined that MCS, apart from monitoring organizational performance, can influence the development of strategy. The dominant view is that the design of MCS follows the strategic orientation of the organization. In this paper, we have adopted a Strategy as Practice approach to investigate how the design of Key Performance Indicators (KPIs), an element of MCS, influence the main manifestation of the organizational strategy, the strategic plan. Drawing on a longitudinal in-depth case study we analyze strategic conversations in a British Higher Education institution during a period of 18-months. Our findings challenge the dominant view on MCS, highlighting that the development of the strategic plan and KPIs is interwoven, shaping both the strategic direction and KPIs.

Collaboration Above the Fray: Designing Strategic Conversations that Matter

How do you develop effective strategies under uncertain conditions while engaging more people with different perspectives—more effectively? The key lies in designing a more useful strategic conversation.

The effects of scenario planning on perceptions of conversation quality and engagement

This article presents a replication and extension study of the relationship between scenario planning and perceptions of conversation quality and engagement. The key contribution of this article is that it addresses a major limitation of the previous study - a small sample size. This article begins with descriptions of scenario planning, conversation quality, and dialogue which establish a foundation for scenario planning and theoretical framework for measuring the effects of scenario planning on perceptions of conversation quality and engagement. Data from participant perceptions of strategic conversations skills were collected pre–and post–scenario planning project, and were subsequently compared using paired samples t–test for data analysis. For testing the construct validities of the proposed measurement models, confirmatory factor analysis (CFA) was also conducted. This study suggests strong evidence of construct validity for the scale measuring conversation quality and engagement and further demonstrates that scenario planning is associated with significant increases in self–reported personal and interpersonal conversation and engagement skills, with moderate and strong effect sizes respectively.

Examining transport futures with scenario analysis and MCA

Climate change is a global problem and across the world the transport sector is finding it difficult to break projected increases in carbon dioxide (CO 2) emissions; there are very few contexts where deep reductions in transport CO 2 emissions are being made. A number of research studies are now examining the potential for future lower CO 2 emissions in the transport sector. This paper develops this work to consider some of the wider sustainability impacts (economic, social and local environmental) as well as the lower CO 2 transport impacts of different policy trajectories. Hence the central argument made is for an integrated approach to transport policy making over the longer term – incorporating scenario analysis and multi-criteria assessment (MCA) – to help assess likely progress against a range of objectives. The analysis is based on work carried out in Oxfordshire, UK. Different packages of measures are selected and two scenarios developed which satisfy lower CO 2 aspirations, one of which also provides wider positive sustainability impacts. A simulation model has been produced to help explore the strategic policy choices and tensions evident for decision-makers involved in local transport planning. The paper argues for a ‘strategic conversation’ ( Van der Heijden, 1996) at the sub-regional and city level, based upon future scenario analysis and MCA, discussing the priorities for intervention. Such an approach will help us examine the scale of change and trade-offs required in moving towards sustainable transport futures.

Scenario planning: managing uncertain futures

As a strategy tool, scenario planning is an important component of strategic workforce planning as evaluating the impact of future events is integral to ensuring that an organisation's human resources strategies align with the strategic plan. Used within an integrated health and social care team it was a valuable tool in fostering ‘strategic conversation’, providing an opportunity to transcend professional boundaries, challenge the embedded culture and promote change. Using scenario planning as a precursor to traditional methods enables key uncertainties to be identified. These can be used as sensitivity or ‘what if’ analyses that provide management with information that is useful for quantifying the financial risks or service deficiencies that could occur if any of the anticipated futures materialise. There is greater potential for its use at all levels within health and social care and in particular when planning the future workforce within primary care, where there will be a requirement to respond to a range of variables.

Transitions to low carbon transport futures: strategic conversations from London and Delhi

Climate change is a global problem and across the world there are major difficulties being experienced in reducing carbon dioxide (CO2) emissions. The transport sector in particular is finding it difficult to reduce CO2 emissions. This paper reports on two studies carried out by the authors in London (UK) and Delhi (India). It considers the common objectives for transport CO2 reduction, but the very different contexts and baselines, potentials for change, and some possible synergies.Different packages of measures are selected and scenarios developed for each context which are consistent with contraction and convergence objectives. CO2 reduction potentials are modelled and quantified by package and scenario. London is considering deep reductions on current transport CO2 emission levels; Delhi is seeking to break the huge projected rise in transport CO2 emissions.The scale of policy intervention required to achieve these goals is huge and there is certainly little public discussion of the magnitude of the changes required. The paper argues for a ‘strategic conversation’ at the city level, using scenario analysis, to discuss the priorities for intervention in delivering low carbon transport futures. A greater focus is required in developing participatory approaches to decision making, alongside network investments, urban planning, low emission vehicles and wider initiatives. Aspirations towards equitable target emissions may assist in setting sufficiently demanding targets. Only then is a wider awareness and ownership of potential carbon efficient transport futures likely to take place.

Scenario thinking: A practice-based approach for the identification of opportunities for innovation

Drawing on the social theory of practice, this paper ‘unpacks’ scenario thinking in the form of strategizing in product innovation teams to explore when and how the practice may lead to the identification of opportunities for innovation. Adopting a case-based approach, three software companies engaged in four new product development projects served as our empirical research sites. We found creative emergence and open-endedness of the practice in innovation teams serving as quintessentially embedded modalities and contingencies that supports the identification of opportunities for innovation as a potential outcome of scenario thinking. We also suggest a framework that specifies how specific team practices supporting scenario thinking (strategic conversation and human-material interactions, and reflexivity-in-practice) may operate in combination or serially, and which may lead in turn to the identification of opportunities for innovation.

Strategic Sales Conversations As A Foundation For Effective Partnership Selling

<p class="MsoNormal" style="text-align: justify; margin: 0in 0.5in 0pt;"><span style="font-size: 10pt;"><span style="font-family: Times New Roman;">This paper presents a new sales organization tool, strategic sales conversations, that can be used to enhance relationships with customers. Strategic sales conversations are an adaptation of strategic conversations in an inter- and intra- organizational context in which the selling firm is attempting to utilize open and honest communication to better understand the long-term needs of the buying organization.<span style="mso-spacerun: yes;">  </span>A process model of strategic sales conversations is developed and its implications are discussed.<span style="mso-spacerun: yes;">  </span></span></span></p>

Essays on Public Procurement in South Africa

This is a collection of research policy papers written between the years 2006 - 2010 that give an overview of public procurement reform, applied policy practice, and strategic conversations which frames the continuous public procurement policy critique process in South Africa.

Talent management in academies

PurposeAcademies are semi‐autonomous schools set up outside the normal local government structures with sponsors from business and charity groups to create new and innovative ways of creating and sustaining school transformation. The aim of this paper is to assist in a strategic conversation within the academy movement on talent development.Design/methodology/approachThe paper looks at talent identification, talent development and establishing a talent culture. It provides points in the text for readers to reflect on their own talent practice and provides case examples from current academies.FindingsThe paper shows that the longer‐term sustainability of the academy movement needs to address the key issue of developing leadership talent.Originality/valueThe paper provides an original and useful framework for developing talent management in academies.

Making territorial scenarios for Europe

Three paradigmatic traditions of scenario-building can be seen to exist. The model approach with its roots in American military scenarios of the 1950s, the design approach in French urban and regional development of the 1960s, and the strategic conversation approach in scenarios made in the private sector since the 1970s. In theory, these traditions can be integrated by organising the scenario project in a cyclical way. The territorial scenarios for Europe were made by combining workshops, a literature review and modelling. Thematic scenarios were produced for various themes, like demography, the economy, energy, and climate change. These thematic scenarios were combined into four integrated scenarios. The robustness of the scenarios was tested by introducing several “wild cards” and by exploring their territorial impacts throughout Europe. This applied approach succeeded in combining important strengths from the different scenario traditions. Improvements, however, could still be made.

A Film Marketing Action Plan (FMAP) for Film Induced Tourism Destinations Using Yorkshire (UK) as the Case Study Area.

Goal and objectives of the dissertationThe main objective of this research is to develop a model to be used as a best practice framework for the successful integration of film induced tourism in a Destinations Marketing Strategy (DMS). These can be further broken down into:1. Identify the film induced images that tourists presently have of Yorkshire.* Evaluate the level of imagery that Yorkshire has in the mind of the tourist. Identify if tourists are aware of Yorkshire based television series (All Creatures Great and Small, Heartbeat and Last of the Summer Wine).* Discover the images, if any that tourists associate with the three Yorkshire based television series under review.* Ascertain tourist awareness in relation to the three television associated marketing brands that are used by the Yorkshire Tourist Board to promote the county.* Highlight the key success factors of the Yorkshire tourism product.2. Determine if key tourism and film stakeholders support the integration of film into Yorkshire's tourism product.3. Develop a model to be used as a best practice framework for the successful integration of film induced tourism into a destinations marketing strategy.The key research questions in this work are:* What are the film induced images that tourists presently have of Yorkshire? (See Research Objective 1.)* What are the current and future tourism and marketing objectives and priorities of Yorkshire's key tourism and film stakeholders? (See Research Objective 2.)* Are these stakeholders who are involved in the development of Yorkshire embracing the film tourism concept? (See Research Objective 2.)* If so, is the film induced tourism concept successfully integrated into their destination marketing campaign? (See Research Objective 2.)* Is the film induced tourism brand currently subsumed within Yorkshire's overall tourism brand? (See Research Objective 2.)* Do the tourism and film stakeholders work in tandem? (See Research Objective 2.)* What conclusions and recommendations emerge based on the research findings? (See Research Objective 3.)MethodologyThis PhD used a two-phase, sequential mixed methods study in order to acquire statistical quantitative results (tourist survey) from a sample, which was then followed up with individuals to investigate those results in more depth. In the first phase the quantitative research questions tackled the relationship between film induced tourism and destination branding in Yorkshire. In the second phase, qualitative interviews (strategic conversations) were utilized so as to explore the emergent themes and issues from the first phase with the key tourism and film stakeholders in Yorkshire.ResultsFollowing the findings of both phases of the research, it has become apparent that most of the film induced tourism models discussed in the literature review are inadequate in describing or explaining the film induced tourism process from a branding perspective. Thus, a new model which is more reflective of the process was constructed, using the main concepts and themes that emerged from the research findings. The FMAP provides a useful analytical tool for both academics and practitioners in terms of using the film induced tourism phenomenon to brand a destination. (See Research Objective 3).Theoretical conclusionsThe principle findings of this research add to the existing pool of knowledge relating to film induced tourism. The topic has been largely neglected by academic researchers with few detailed examinations of this phenomenon being undertaken. Thus, this research goes some way to filling this knowledge gap. Its principle value can be seen in the development of the model (FMAP) for film induced tourism. This researcher's main objective was to develop a model to be used as a best practice framework for the successful integration of film induced tourism in a destination marketing strategy. …

Strategic Conversations at Suncorp Commercial Insurance (a)

The Strategic Conversations at Suncorp Commercial Insurance case series examines the actions taken by the senior executives of the Australian-based Suncorp Commercial Insurance, working with strategy consultant 2nd Road, to build an aligned and committed workforce following a difficult merger with a rival insurer, Promina Group. The A case outlines both the process used, which features the widely participative strategic conversation developed by 2nd Road, as well as the outcomes achieved. The A case introduces the context of the merger, the integration challenges by CI’s senior leader, Mark Milliner, and the emergence of the thriving city metaphor that becomes the basis of the approach. The B case examines the cascade process designed to roll the metaphor out to all employees. The C case shares the results of pre- and post-tests done to ascertain the extent to which participation in the process increased the understanding and commitment to the new strategy for those involved.

Strategic Conversations at Suncorp Commercial Insurance (B)

Strategic Conversations at Suncorp Commercial Insurance (B)

The use of film in re-imaging a tourism destination: a case study of Yorkshire, UK

The primary focus of this article is to provide a theoretical insight into the relationship between film induced tourism and destination imagery, which in turn can be used to market a tourism destination. In order to achieve this, strategic conversations were carried out with the key stakeholders behind the development of the Yorkshire (UK) brand. Yorkshire will be used as the lens through which the film induced tourism phenomenon will be observed as it is the film location for many popular English television series. In addition, this article draws upon the literature background and the theoretical context of the film induced tourism phenomenon in relation to destination imagery. The issues which emerged from these and the literature review highlighted many implications for the future development of these locations such as the use of destination imagery in the promotion of a film location.

Strategic Conversations at Suncorp Commercial Insurance (C)

Strategic Conversations at Suncorp Commercial Insurance (C)

Operationalizing Lean Health Assets

To demonstrate the potential of employing unconventional facility/facilities management (FM) performance indicators in healthcare settings to enable more strategic conversations between FM and business users concerning asset performance. The theoretical background for a Lean asset approach and a high-level analysis of data from hospital trusts in England have been published elsewhere. This paper reports on the first uses of that approach in operational settings. Observations are drawn primarily from three case studies. The individual studies support the premise that the conventional emphasis on cost per square meter (m(2)) as a preeminent measure of FM disguises a portfolio of too much underutilized space. They provide a means of putting a healthcare estates strategy in terms that will engage business users. Despite a growing interest in Lean approaches in healthcare, the philosophy has not yet been extended to the estate. This study demonstrates that alternative benchmarks are possible.