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.

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.

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.

Prospects for the development of normmaking using information technologies

2020 ◽  
Vol 70 (2) ◽  
pp. 115-119
Author(s):  
A.B. Sadvakasov ◽  
Keyword(s):  
Public Administration ◽  
State Policy ◽  
Information Technologies ◽  
New Technologies ◽  
Economic Relations ◽  
Legal Norms ◽  
New Information ◽  
Rule Making ◽  
Consistent Approach

A consistent approach to improving the quality of draft of normative legal acts contributes to the development of socio-economic relations in the country, reducing bureaucratic procedures and generally improves public administration. The quality of rule-making and its effectiveness largely determine the implementtion of a particular state policy task. Kazakhstan has created all conditions for the development of legislation and its improvement. Moreover, measures are being taken to introduce new information technologies to adjust existing legal norms. The article describes the existing system of state rulemaking, as well as the prospects for using new technologies.

scholarly journals International Market Entry Strategies: Relational, Digital, and Hybrid Approaches

2018 ◽  
Vol 26 (1) ◽  
pp. 30-60 ◽  
Author(s):  
George F. Watson ◽  
Scott Weaven ◽  
Helen Perkins ◽  
Deepak Sardana ◽  
Robert W. Palmatier
Keyword(s):  
Market Entry ◽  
New Technologies ◽  
International Market ◽  
Business Environment ◽  
Internet Technology ◽  
Global Business ◽  
The Past ◽  
Hybrid Approaches ◽  
Entry Strategies ◽  
Relational Strategies

The adoption of digital communications, facilitated by Internet technology, has been among the most significant international business developments of the past 25 years. This article investigates the effect of these new technologies and the changing global business environment to understand how relational approaches to international market entry (IME) are changing in light of macro developments. Despite substantial resources in business practice dedicated to combining relational strategies in digital settings, this analysis of extant literature reveals that fewer than 3% of peer-reviewed research articles in the international marketing domain examine digital contexts. To address this gap, the authors assess 25 years of literature to provide (1) a description of the evolution of IME research; (2) a review and synthesis of pertinent literature that adopts relational, digital, and hybrid approaches to IME; (3) a taxonomy of IME strategies; and (4) directions for further research.

scholarly journals ENGINEERING SUSTAINABLE COMPLEX SYSTEMS

2013 ◽  
Vol 4 (4) ◽  
pp. 4-14 ◽  
Author(s):  
Tareq Z. Ahram
Keyword(s):  
Complex Systems ◽  
Systems Engineering ◽  
New Technologies ◽  
Business Environment ◽  
Sustainable Business ◽  
Global Business ◽  
Two Factors ◽  
Critical Requirement ◽  
And Performance ◽  
Industrial Solutions

Abstract Given the most competitive nature of global business environment, effective engineering innovation is a critical requirement for all levels of system lifecycle development. The society and community expectations have increased beyond environmental short term impacts to global long term sustainability approach. Sustainability and engineering competence skills are extremely important due to a general shortage of engineering talent and the need for mobility of highly trained professionals [1]. Engineering sustainable complex systems is extremely important in view of the general shortage of resources and talents. Engineers implement new technologies and processes to avoid the negative environmental, societal and economic impacts. Systems thinking help engineers and designers address sustainable development issues with a global focus using leadership and excellence. This paper introduces the Systems Engineering (SE) methodology for designing complex and more sustainable business and industrial solutions, with emphasis on engineering excellence and leadership as key drivers for business sustainability. The considerable advancements achieved in complex systems engineering indicate that the adaptation of sustainable SE to business needs can lead to highly sophisticated yet widely useable collaborative applications, which will ensure the sustainability of limited resources such as energy and clean water. The SE design approach proves critical in maintaining skills needed in future capable workforce. Two factors emerged to have the greatest impact on the competitiveness and sustainability of complex systems and these were: improving skills and performance in engineering and design, and adopting SE and human systems integration (HSI) methodology to support sustainability in systems development. Additionally, this paper provides a case study for the application of SE and HSI methodology for engineering sustainable and complex systems.

Management of Risk and Resilience within Collaborative Business Network

2016 ◽  
pp. 143-159
Author(s):  
Ahm Shamsuzzoha
Keyword(s):  
Risk Mitigation ◽  
Future Research ◽  
Business Networks ◽  
Risk And Resilience ◽  
Business Network ◽  
Global Business ◽  
Research Directions ◽  
Future Research Directions ◽  
Potential Risks ◽  
Different Levels

Global business communities are facing tremendous challenges from market places with respect to reduce cost and offer true customized products or services to the end customers. To cope such challenges companies are nowadays considering forming a business network with the objective to achieve several business benefits. However, to execute such business network is not risks free but always facing some problems for its continuation successfully. In such situation, it is necessary to formulate risk mitigation plan and strengthen the resilience within business network. The objective of this article is therefore to identifying and sharing risks within the collaborative business network and proposing necessary mitigating plan and resilience for it. In this research, a framework is also highlighted that provides a structural approach for identifying and assessing potential risks and resilience in business networks and their possible impacts on different levels of collaboration. The study is concluded with future research directions.

SINGAPORE–CHINA ECONOMIC COLLABORATION 2.0

2019 ◽  
pp. 1-11 ◽  
Author(s):  
ENG CHEONG TEO
Keyword(s):  
New Technologies ◽  
Professional Services ◽  
Infrastructure Development ◽  
Global Business ◽  
Investment Promotion ◽  
Collaboration Model ◽  
The World ◽  
Tightly Coupled ◽  
Economic Collaboration ◽  
Hub Model

Singapore and China started their close economic collaboration in the early 1990s. The collaboration model in the first 25 years focused mainly on the government’s role in foreign investment promotion, urban development, industrial infrastructure development and other related government policies. Platforms of collaboration included the Suzhou Industrial Park, Tianjin Eco-city, Chongqing Connectivity Initiative, the Software Transfer Project, training programs for thousands of Chinese officials and bilateral economic councils. Singapore’s pragmatic leverage on globalization trends and thoughtful application of market forces have been a major factor in the shaping of China’s own highly successful economic growth model. Singapore–China economic collaboration model 2.0 will be different. China is now the second largest economy in the world and is expected to establish its global leadership in the world. Singapore has developed successfully into a leading global business hub complete with trading, manufacturing, financing and professional services as the engines of the business hub. Model 2.0 will be about mutual sharing and partnership. We should see more collaboration outside of China, driven by the private sector and in new technologies. If collaboration model 2.0 is successful, we will see both China and Singapore emerging stronger, in a more sustainable way. Major companies in both countries will be more tightly coupled in projects and joint ventures in China and elsewhere.

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