Strategic Management

2019 ◽  
pp. 171-214
Author(s):  
Richard Whittington
Keyword(s):  
Strategic Planning ◽  
Strategic Management ◽  
Management Practices ◽  
Management Training ◽  
Institutional Work ◽  
Corporate Investments ◽  
Strategy Process ◽  
Managerial Culture ◽  
Consulting Firms ◽  
Rule Making

This chapter examines the development of strategic management practices from the late 1970s. Strategic management advanced on the prior practices of strategic planning by emphasizing change and implementation. It also opened up the strategy process by decentralizing responsibilities and including employees in implementation. Strategic management’s rise was supported by three exogenous forces: growing pressure on big organizations to change, a new managerial culture of responsibility and learning, and new communication and participation technologies. Nevertheless, strategic planning’s development still took two kinds of arduous and fallible institutional work: ‘rule-making’ and ‘resource-organizing’. Under the first, Shell for example developed a version of strategic management as involving managerial conversation and learning, while McKinsey promoted strategic management as involving decentralization. Under the second, new consulting firms such as Gemini were created and large corporate investments in management training were made, as at General Electric’s Crotonville facility.

Open Strategy

2019 ◽  
pp. 215-253
Author(s):  
Richard Whittington
Keyword(s):  
New Technologies ◽  
Institutional Work ◽  
Business Network ◽  
Global Business ◽  
Organizational Boundaries ◽  
Strategy Process ◽  
Consulting Firms ◽  
External Stakeholders ◽  
Rule Making ◽  
Open Strategy

This chapter examines the development of open strategy practices from the late 1990s. Open strategy involves greater transparency about strategy to internal and external audiences, and greater inclusion for internal and external stakeholders. The contemporary rise of open strategy is supported by three exogenous forces: the dissolving of organizational boundaries internally and externally, a newly democratic working culture, and new technologies, especially social media. Nevertheless, open strategy’s development still involves two kinds of arduous and fallible institutional work: ‘rule-making’ and ‘resource-organizing’. As examples of the first, Gary Hamel’s Strategos Consulting promoted new kinds of democratic strategy norms, while corporates such as IBM developed internal openness through its jams. Under the second, new consulting firms were created such as Global Business Network, while established corporations such as Barclays Bank, Nokia, and Shell had to organize new kinds of participative strategy process.

scholarly journals STRATEGIC MANAGEMENT PRACTICES AND PERFORMANCE OF HEALTH NON-GOVERNMENTAL ORGANIZATIONS IN NAIROBI CITY COUNTY, KENYA

2021 ◽  
Vol 6 (1) ◽  
pp. 1-16
Author(s):  
Emmaculate Odhiambo ◽  
Reuben Njuguna
Keyword(s):  
Strategic Planning ◽  
Strategic Management ◽  
Management Practices ◽  
Research Work ◽  
Business Environment ◽  
Governmental Organizations ◽  
Non Governmental Organizations ◽  
Strategy Evaluation ◽  
Study Results ◽  
Evaluation And Monitoring

Introduction: The contemporary business environment in which organizations operate is increasingly becoming uncertain and unpredictable, and it has been established that little is known of the implementation of strategic planning practices among not-for-profit organizations in developing countries, despite increased inability to meet estimated project timelines, quality and budget allocation. Purpose: This study aimed to examine how strategic management practices influence health NGOs' performance in Nairobi City, Kenya. Methodology: The study was grounded on theories that include: Ansoff's strategic success theory and stakeholder theory. The study was grounded on positivism research philosophy with a descriptive research design guiding the research. The study targeted the senior managers of the 98 health NGOs operating in Nairobi County. Stratified random sampling was used in the selection of the desired respondents.  The sample participants for the research were 131 employees from health NGOs. The study relied on frequencies, means and standard deviation in presenting descriptive results. The inferential statistics used were correlation analysis, regression analysis and analysis of variance. Findings: The study results showed a positive and significant correlation between strategic planning, strategy evaluation and monitoring, and health non-governmental organizations' performance. The study concluded that strategy formulation as well as strategy evaluation and monitoring have a positive relationship with the performance of health NGOs. Recommendations: The study recommends that NGOs improve their strategic management practices by strengthening their collaborations with stakeholders, reviewing threats and opportunities and involving employees in strategic planning and implementation. The study recommends for further research work be conducted to review the influence of internal organization environment on NGOs' performance in Kenya.

Changing Strategy—for the Better

2019 ◽  
pp. 254-274
Author(s):  
Richard Whittington
Keyword(s):  
Technological Change ◽  
Strategic Management ◽  
Practice Change ◽  
General Electric ◽  
Institutional Work ◽  
Policy Makers ◽  
Consulting Firms ◽  
Structural Weakness ◽  
Future Practice ◽  
Open Strategy

This chapter summarizes how Strategy’s practices have become gradually more open and inclusive since the middle of the last century. In particular, it underlines how the development of first strategic planning, then strategic management, and then open strategy have resulted from the institutional work of innovators from such prominent corporations as General Electric and Red Hat, and from leading consulting firms, particularly BCG, Bain, McKinsey, Gemini, GBN, and Strategos. This work has been influenced both by the exogenous forces of organizational, cultural, and technological change, and by the structural weakness of the Strategy profession, particularly its precariousness and permeability. The chapter proposes lessons for future practice change in Strategy, and develops implications for Strategy professionals, for policy-makers, for researchers, and for teachers. The book concludes by arguing for the benefits of open strategy not just for organizations and their immediate stakeholders, but for society as a whole.

Strategic Planning

2019 ◽  
pp. 127-170
Author(s):  
Richard Whittington
Keyword(s):  
Strategic Planning ◽  
Scenario Analysis ◽  
Corporate Strategy ◽  
Initial Step ◽  
Portfolio Analysis ◽  
Institutional Work ◽  
Organizational Complexity ◽  
Long Range Planning ◽  
And Control ◽  
Rule Making

This chapter examines the development of strategic planning practices from around 1960. Strategic planning advanced on the prior practice of long-range planning by emphasizing choice, competition, and control. It also made an initial step towards more open forms of strategizing by widening the discourse of strategy among managerial elites. Strategic planning’s rise was supported by three exogenous forces: growing organizational complexity, a culture of rationality, and new analytical technologies. Nevertheless, strategic planning’s development still took two kinds of arduous and fallible institutional work: ‘rule-making’ and ‘resource-organizing’. Under the first, corporate strategists, such as Shell’s Pierre Wack, created and disseminated techniques, such as scenario analysis, while consultants, such as BCG and McKinsey, promoted portfolio analysis. Under the second, entrepreneurs, such as Bruce Henderson, had to create new consulting organizations, such as BCG, and corporate strategists, such as Jack McKitterick at General Electric, built the first corporate strategy units.

scholarly journals Strategic Management Practices: An Investigation of Public Sector Organizations in the Kingdom of Bahrain

2017 ◽  
Vol 9 (3) ◽  
pp. 47-60
Author(s):  
Wajdi Abushabab ◽  
Reza Abdi
Keyword(s):  
Public Sector ◽  
Strategic Planning ◽  
Strategic Management ◽  
Management Practices ◽  
Leading Edge ◽  
Survey Method ◽  
Management Approach ◽  
Public Sector Organizations ◽  
New Strategy ◽  
Challenging Environment

Several authors argued that strategic planning is limited and not producing the needed outcomes. In today’s increasingly challenging environment, it is argued that public sector organizations are expected to shift from traditional strategic planning to the strategic management approach in order to achieve their desired outcomes. Previous research has focused almost upon developed, and not on developing countries, for instance, the Kingdom of Bahrain. This study will be the first of its kind to focus on strategic management practices based on the new strategy of Bahrain for 2030. Using quantitative survey method, this paper aims to explore the progress of the transition from strategic planning to the strategic management approach in the public sector of Bahrain, and then the paper explores the elements that are related to successful strategic management approach in these organizations. The findings reveal that the progress in the transition from strategic planning to a strategic management approach in most of the organizations surveyed was limited. However, some of the organizations were found to be at the start of such a transition and this may be a good sign. Additionally, the findings reported many leading edge elements that are closely related to this transition.

Time to raise the bar on nonprofit strategic planning and implementation

2014 ◽  
Vol 42 (3) ◽  
pp. 31-39 ◽  
Author(s):  
Margaret F. Reid ◽  
Lynne Brown ◽  
Denise McNerney ◽  
Dominic J. Perri
Keyword(s):  
Strategic Planning ◽  
Strategic Management ◽  
Large Scale ◽  
Management Practices ◽  
Content Type ◽  
Large Scale Survey ◽  
Broad Cross Section ◽  
First Time ◽  
Plan Management ◽  
Practical Implications

Purpose – This large-scale survey, initiated in 2012 and concluded in 2013, marked the first time a broad cross-section of the nonprofit community was asked to describe the strategic planning and strategic management practices they employ and to rate them for their impact on overall organizational success. Design/methodology/approach – Respondents were asked to self-rate their organization for overall success and the likelihood for continued success in the foreseeable future. Results from this data were then used as a filter to analyze practices across all responses by level of success (N = 507). Findings – Fully 93 percent of the most successful organizations, regardless of size or budget, credited their strategic planning and strategic-management efforts as having “some” to “critical” impact on their organization’s overall success. Practical implications – The evidence in this survey is so compelling that we believe the successful practices it identifies should be adopted by nonprofits of all sizes, demanded by boards, and supported by funders. Originality/value – This research indicates that funders should consider not only supporting strategic plan development, but also supporting development of ongoing plan management/implementation practices and requiring plan assessment reports/updates as part of the grantee’s reporting

Balanced Scorecard in the strategic planning of a construction company

2018 ◽  
Vol 1 (1) ◽  
pp. 1
Author(s):  
Roberth Frias ◽  
Maria Medina
Keyword(s):  
Strategic Planning ◽  
Strategic Management ◽  
Balanced Scorecard ◽  
Organization Theory ◽  
Management Control ◽  
Management Tool ◽  
The Balanced Scorecard ◽  
Construction Company ◽  
Construction Companies ◽  
The Impact

This research focused on the strategic management tool Balanced Scorecard and strategic planning, as a guide to guide the management of companies, allowing communication and the functionality of the strategy using KPIs that allow to identify, maintain control and increase efficiency and the achievement of optimal results. For the deductive hypothetical analysis, the specific factors that affect business management performance were grouped into two variables: Balanced Scorecard and Strategic Planning. The objective of the work was to demonstrate the impact of the Balanced Scorecard in the strategic planning of a construction company. In order to support the research, the following theories were approached: the Financial Theory, the Economic Theory of the Company, the Transaction Costs, the Network Theory, the Organization Theory, the Dependence on Resources, the Strategic Management Theory and the Business Diagnosis Theory. The result obtained confirms the hypothesis that there is a significant incidence of the Balanced Scorecard in the strategic planning of construction companies. In conclusion, the construction company has obtained significant improvements in the results in each of the indicators evaluated with the implementation of the Balanced Scorecard, demonstrating improvements in their management results, affirming that there is better performance and management control allowing them to achieve the organizational objectives set.

A Sustainable Approach for Organisational using Strategic Management

2020 ◽  
Vol 11 (2) ◽  
Author(s):  
Abdulla Almazrouei ◽  
◽  
Azlina Md Yassin ◽  
Keyword(s):  
Mortality Rate ◽  
Strategic Planning ◽  
Strategic Management ◽  
Crime Rate ◽  
External Environment ◽  
Police Department ◽  
Public Institutions ◽  
Abu Dhabi ◽  
The Public ◽  
The World

Strategic management have gained popularity in the public institutions to foster good delivery service to the public. The strategic planning enables organizations to establish a strategic match between the internal competency, resources and external environment. Majority of the successful organizations across the world use strategic management and planning as a tool that enables to optimize the operations and achieve maximum productivity with the resources. This paper reviewed on strategic management for organisations in Abu Dhabi especially for Abu Dhabi Police (ADP) force. It presents three strategic management theories which can be adopted by an organisation. This would help the organisation such as police department to reduce the increasing crime rate and mortality rate in UAE.

A Look at the Strategic Planning Consulting Firms

1982 ◽  
Vol 3 (2) ◽  
pp. 83-86 ◽  
Author(s):  
BOB LAMB ◽  
CHARLES HOFER ◽  
Harold W. Henry
Keyword(s):  
Strategic Planning ◽  
Consulting Firms

Principles of strategic financial management and their implementation in the information economy

2021 ◽  
Vol 27 (12) ◽  
pp. 2772-2784
Author(s):  
Anna P. GAVRYUSHENKO
Keyword(s):  
Strategic Planning ◽  
Strategic Management ◽  
Financial Management ◽  
Systems Approach ◽  
Information Economy ◽  
Legal Doctrine ◽  
Doctrinal Development ◽  
Russian Version ◽  
Management Objectives ◽  
Current State

Subject. This article discusses the general principles of strategic management in relation to strategic financial management. Objectives. The article aims to substantiate and formulate the principles of strategic financial management applicable in the conditions of the Russian version of the information economy, corresponding to the current documents of strategic planning and to the current state of the financial and legal doctrine. Methods. For the study, I used a systems approach, functional and structural analysis, retrospection, forecasting, observation, and classification. Results. The article reveals significant shortcomings of the current strategic planning documents, the lack of doctrinal development, as well as the normative consolidation of general and special principles, which could contribute to solving tasks by strategic financial management effectively. Conclusions. The general principles of strategic management in the economy as a whole are applicable and can be used as the basis for strategic financial management.

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