From Building Environmental Representations to Structural Coupling-an Autopoietic Theory Perspective on the Theory and Practice of Strategic Management

2011 ◽  
Vol 28 (6) ◽  
pp. 618-630 ◽  
Author(s):  
John Brocklesby
Keyword(s):  
Strategic Management ◽  
Theory And Practice ◽  
Structural Coupling ◽  
Autopoietic Theory

Premises of Digital Transformation in Autopoietic Organizations

2021 ◽  
pp. 325-345
Author(s):  
Guillermo J. Larios-Hernandez
Keyword(s):  
Critical Analysis ◽  
Evolutionary Economics ◽  
Digital Transformation ◽  
Theory And Practice ◽  
The Self ◽  
Structural Coupling ◽  
Scholarly Literature ◽  
Dual Perspective ◽  
Definition Of ◽  
Rule Making

This chapter exposes how the realization of digital transformation (DT) derives from the decisional communication of rule-making “chosen” alternatives, which originate in the self-referenced informational space, according to the dual perspective of reality adopted in evolutionary economics. Based on a critical analysis of scholarly literature to identify key proposals that support the definition of DT strategies, this research establishes the relevance of the fundamental tenets of autopoiesis theory, such as operational closure, structural coupling, and languaging, in the context of digitalization, to harmonize such DT strategy proposals to the structure of the organization in terms of decision premises. The internal availability of these decision premises determines the type of digitalization potential that can be self-observed by the organization, reinterpreting the attributes of DT in a framework that recognizes the sets of DT alternatives as decision premise dichotomies, with implications for theory and practice.

scholarly journals Improving the Strategic Management of Investment Activities of Industrial Enterprises as a Factor for Sustainable Development in a Crisis

2019 ◽  
Vol 11 (23) ◽  
pp. 6667
Author(s):  
Vladimir Zhuravlyov ◽  
Tatyana Khudyakova ◽  
Natalia Varkova ◽  
Sergei Aliukov ◽  
Svetlana Shmidt
Keyword(s):  
Sustainable Development ◽  
Strategic Management ◽  
Theory And Practice ◽  
Industrial Enterprise ◽  
Investment Policy ◽  
Management Model ◽  
Development Theory ◽  
Successful Implementation ◽  
Investment Strategies ◽  
Industrial Enterprises

This article discusses the problem of improving the strategic management of sustainable development in industrial enterprises in Russia. The shortcomings of the strategic management of industrial enterprises are due to the fall in the growth rates of the world and domestic economy, international sanctions, and the specifics of the development of socio-economic relations in the Russian Federation. The main problem of the research is related to the imperfection of the strategic management of the investment policy of the enterprise, which leads to a slowdown in the development of the company and a decrease in competitiveness. The main goal of the presented research is to develop proposals for improving the strategic management model for the development and implementation of investment strategies of an industrial enterprise. Based on the analysis of theoretical sources, gaps in research related to the topic and objectives of this work are highlighted. The methodological base of the research is determined, the basis of which are: system theory, systematic approach to managing a company’s sustainable development, theory and practice of modeling, strategic management, investment design. The improved model is proposed, which determines the interdependence of the strategic management of investment policy and the sustainable economic development of the company, presents the algorithm for managing the process of developing investment strategies in an industrial enterprise. This mechanism takes into account the main indicators of sustainable development of an industrial enterprise. There are proposals to improve the management model of insurance reserves of the company, reflecting the strategic aspects of investment activities necessary for the successful implementation of the course on sustainable development in an industrial company. The obtained results were tested by a number of Russian enterprises, which led to positive results of their activities, contributed to more sustainable development and strengthening of competitive positions.

Questioning the epistemic virtue of strategy: The emperor has no clothes!

2011 ◽  
Vol 17 (4) ◽  
pp. 434-447 ◽  
Author(s):  
Steven French ◽  
Alexander Kouzmin ◽  
Stephen Kelly
Keyword(s):  
Strategic Management ◽  
Critical Analysis ◽  
Current Knowledge ◽  
Theory And Practice ◽  
Management Theory ◽  
Epistemic Virtue ◽  
Complex Environments ◽  
Further Development ◽  
Dominant Paradigm

AbstractA critical analysis of contemporary strategic management theory and practice suggests that modernist, linear thinking has facilitated the development of an abstracted reality which is misleading to managers and fundamentally flawed. It is argued that formulaic strategic tools such as those propounded by Porter fail to capture the reality of the complex environments that confront firms and falsely suggest that an answer can be derived from a predetermined toolbox.As an alternative to this dominant paradigm, the complexity of markets is presented not as something to be feared and ignored, but rather as a truth to be embraced. As a basis of taking this step, current knowledge on how complex environments work, perspectives on how they can be better understood and how people and organizations can engage within them, is presented. Ultimately it is recognised that both theoretical and practical foundations need significant, further development.

scholarly journals Establishing an intrapreneurial orientation as strategy: A framework for implementation

2001 ◽  
Vol 1 (1) ◽  
Author(s):  
H. Jacobs ◽  
S. Kruger
Keyword(s):  
Strategic Management ◽  
Point Of View ◽  
Theory And Practice ◽  
Implementation Phase ◽  
Integrate Theory

This paper describes a study aimed at increasing an organisation's ability to implement a strategy for establishing an intrapreneurial orientation effectively. Establishing an intrapreneurial orientation will be treated from a strategic management point of view, with the emphasis on the implementation phase of strategic management. As such, this study seeks to integrate theory and practice from the fields of strategic management and entrepreneurship.

scholarly journals Complexity, continuity, and strategic management of buyer–supplier relationships from a network perspective

2021 ◽  
Vol 17 (3) ◽  
pp. 189-226
Author(s):  
Martin Pech ◽  
◽  
Drahoš Vaněček ◽  
Jaroslava Pražáková ◽  
◽  
...  
Keyword(s):  
Supply Chain ◽  
Czech Republic ◽  
Supply Chain Management ◽  
Strategic Management ◽  
Theory And Practice ◽  
Supplier Relationships ◽  
The Czech Republic ◽  
Chain Management ◽  
Supplier Networks

PURPOSE: Current research seeks to create an economic model that connects strategic management and network theory. However, most theoretical models do not provide empirical evidence of network relationships’ real structure and attributes. The purpose of the paper is to explore the relation between enterprise characteristics and the characteristics of buyer–supplier relationships in supply chain networks. We are specifically interested in business relationships in networks with respect to the various enterprises’ sizes and sectors of industry. The subject of our research was characteristics, such as network relationship complexity, continuity of relationships, and strategic management in networks. The paper summarizes the results of an empirical study on buyer-supplier networks and accentuates the importance of developing and fostering business collaboration for strategic management. METHODOLOGY: We conducted the questionnaire research in 2016–2019 on 360 enterprises from the Czech Republic. We selected the research sample based on the non-probability purposive sampling method. The members of the research team collected data from an online survey and personal visits to enterprises. The statistical analysis of hypotheses is based on the frequency of managers’ answers. To evaluate results, a two-proportion Z-Test is used for comparing different categories of enterprises according to their enterprise size or prevailing sector of the industry. FINDINGS: The main results show that the differences between enterprises involved in the buyer–supplier structures lie mainly in their size. The survey did not identify differences between industry sectors. The findings show that the complexity of networks in the Czech Republic is not high in terms of the number of suppliers or involvement in many supply networks. The continuity of relationships with partners in buyer–supplier networks is relatively long-term oriented. Long-term partnerships reflect the higher quality of relationships and support future integration. However, large enterprises prefer to build contracts for shorter or longer periods. An overall decentralization strategy characterizes the strategic management of buyer–supplier networks. This finding means dividing competencies such as planning, managing, sourcing, decision-making, transporting (delivering) among more enterprises. IMPLICATIONS FOR THEORY AND PRACTICE: The paper provides an insight into understanding how the buyer–supplier network functions. The theory’s implication builds on the connection of supply chain management and strategic management from the network perspective. Supply chain management is viewed as a part of strategic management, and the synthesis of both research areas opens an innovative view to business theory. ORIGINALITY AND VALUE: The paper’s principal value is the connection between contemporary ideas of strategic management and supply chain management. The synthesis of supply chain management and network approach enhances strategic management theory.

scholarly journals Dynamics of the evolution of the strategic management concept: From the planning school to the neostrategic approach

2021 ◽  
Vol 17 (2) ◽  
pp. 7-28
Author(s):  
Tomasz Kafel ◽  
◽  
Bernard Ziębicki ◽  
Keyword(s):  
Strategic Management ◽  
Dynamic Capabilities ◽  
Technology Development ◽  
Two Dimensions ◽  
Theory And Practice ◽  
Research Results ◽  
Main Research ◽  
Management Concepts ◽  
Management Concept ◽  
Selection Of

Purpose: Strategic management has been developing in business theory and practice for over 50 years. Presently, it constitutes the main area of research interest in management science. The contemporary conditions of business operations create new challenges for strategic management, such as the use of dynamic capabilities in strategy building, relational strategies, networking of organizations, technology development and automation of processes, and global strategies. These challenges are often referred to as neostrategic management. The purpose of this publication is to present the findings of research concerning new strategic management concepts and challenges. Methodology: The main research method of this article was a narrative literature review. On the basis of the research, the development of the concepts as well as contemporary trends and challenges of strategic management were characterized. There is also a synthesis of the problems and research results presented in the articles in this special issue of JEMI. Findings: Various schools and approaches to strategy formulation have been created. They indicate different factors that allow for success in strategic management such as: setting long-term goals, selection of programs and their execution plans (planning school); connection of the enterprise with the environment (evolutionary school); focusing attention on competitive advantage and achieved performance (position-based school); focus on one’s own resources and competences (resource school); use of opportunities and creating innovation (simple rules school); selection of the best option and orientation in business management (real options school); or eclectic perspectives, integrating the listed approaches. The strategic management concept has two dimensions. The first dimension is related to the emergence of subsequent, new strategic management concepts, which often hark back to the previous schools and approaches. The second dimension of development applies to operationalization and adjustment of the previous concepts to the changing conditions. Implications for theory and practice: The paper characterizes the research results presented in the articles included in this JEMI issue. They deal with various problems and challenges in the field of strategic management, such as the relationship between market dynamics, market orientation and performance of enterprises; the innovativeness of companies as a contemporary strategic orientation of companies; the strategy implementation and the management of the organization change; problems of strategic management of the development of the city. Originality and value: The problems presented in the study relate to challenges and new concepts in strategic management. They enrich the existing knowledge on the development of strategic management, and also create inspiration for further research in this area.

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