Emergent strategy development, abduction, and pragmatism: New lessons for corporations

2004 ◽  
Vol 23 (2) ◽  
pp. 79-91
Author(s):  
Adrian Carr ◽  
Rita Durant ◽  
Alexis Downs
Keyword(s):  
Strategic Planning ◽  
Strategy Development ◽  
Complex World ◽  
Communicative Interaction ◽  
Rational Planning ◽  
Top Managers ◽  
Emergent Strategy ◽  
Effective Development ◽  
Insight Into

This paper proceeds from the widespread assumption – apparently, a truism – that the longevity of corporations is very much beholden to the success in their processes of strategic planning and the manner in which they learn from, and adapt to, those processes. The predominant strategic paradigm used in corporations, that of the rational planning school, assumes that language is transparent and time is linear. Such assumptions don't hold up in a complex world. Emergent strategy [8,50,63] has the potential to address the current challenges of organizations by shifting the language and talk about strategizing. Rather than talk about the challenges faced by top managers [14,25], emergent strategizing, for example, talks of “communicative interaction” and “focusing attention on what [is] going on now” [64, p. 158]. Mintzberg's disdain for the divination techniques of the Delphi Oracle [51, p. 238] notwithstanding, we suggest that characteristics of the Delphic Oracle [52] mirror many of those of both emergence and strategy and, therefore, may offer insight into the effective development of emergent strategies at lower and middle levels of the organization. Our method for understanding emergence is abduction, as developed by Charles Franklin Peirce and the pragmatists. A playful reinterpretation of the Delphic Oracle can provide a way to imagine the roles of organizational actors in strategic emergence.

scholarly journals CONCEPTUAL POSITIONS OF ENTERPRISE STRATEGY FUNCTIONING

2019 ◽  
Vol 11 (3) ◽  
Author(s):  
Kalaman O. ◽  
Savenko I. ◽  
Dolynska O.
Keyword(s):  
Strategic Planning ◽  
Theoretical Analysis ◽  
Strategy Development ◽  
Enterprise Management ◽  
Enterprise Strategy ◽  
Manufacturing Enterprises ◽  
Strategic Approach ◽  
Enterprise Theory ◽  
Effective Development ◽  
Innovation Processes

Ensuring the effective development of manufacturing enterprises requires a number of activities thatare concerned with the planning and systematic organization of its activities, making and implementing management decisions, conducting production and innovation processes and evaluating the results achieved onthe basis of the involvement of internal and external strategic impulses.The article analyzes the concept of strategy, its structure and its functions. It has been revealed thatthe task of strategic planning of activity and development of the enterprise is one of the important in the conditions of competition. Many real enterprises were not prepared for its decision. In order to understand thisprocess, it is necessary to disclose the content of the strategic approach in enterprise theory and in the practice of enterprise management. The main objective of this article is to determine the requirements for the development and implementation of strategies arising from the theoretical analysis of the internal and externalenvironment of the enterprise. In formulating the strategy of the enterprise it is important not to get lost in theinfinity of incomparable possibilities of strategic choice, to reduce the variety of these opportunities in eachline of activity of the enterprise to a discrete set of options. Developing and presenting recommendations forconducting this necessary part of strategy development and implementation is the second objective of thisarticle.

Towards Interconnected Blockchains

2021 ◽  
Vol 54 (7) ◽  
pp. 1-39
Author(s):  
Ankur Lohachab ◽  
Saurabh Garg ◽  
Byeong Kang ◽  
Muhammad Bilal Amin ◽  
Junmin Lee ◽  
...  
Keyword(s):  
State Of The Art ◽  
The State ◽  
Future Research ◽  
Missing Link ◽  
Layered Architecture ◽  
Blockchain Technology ◽  
Wide Scale ◽  
Effective Development ◽  
Insight Into ◽  
Game Changer

Unprecedented attention towards blockchain technology is serving as a game-changer in fostering the development of blockchain-enabled distinctive frameworks. However, fragmentation unleashed by its underlying concepts hinders different stakeholders from effectively utilizing blockchain-supported services, resulting in the obstruction of its wide-scale adoption. To explore synergies among the isolated frameworks requires comprehensively studying inter-blockchain communication approaches. These approaches broadly come under the umbrella of Blockchain Interoperability (BI) notion, as it can facilitate a novel paradigm of an integrated blockchain ecosystem that connects state-of-the-art disparate blockchains. Currently, there is a lack of studies that comprehensively review BI, which works as a stumbling block in its development. Therefore, this article aims to articulate potential of BI by reviewing it from diverse perspectives. Beginning with a glance of blockchain architecture fundamentals, this article discusses its associated platforms, taxonomy, and consensus mechanisms. Subsequently, it argues about BI’s requirement by exemplifying its potential opportunities and application areas. Concerning BI, an architecture seems to be a missing link. Hence, this article introduces a layered architecture for the effective development of protocols and methods for interoperable blockchains. Furthermore, this article proposes an in-depth BI research taxonomy and provides an insight into the state-of-the-art projects. Finally, it determines possible open challenges and future research in the domain.

Unearthing the Facets of Crisis History in Crisis Communication: A Conceptual Framework and Introduction of the Crisis History Salience Scale

2021 ◽  
pp. 232948842098876
Author(s):  
LaShonda L. Eaddy
Keyword(s):  
Crisis Communication ◽  
Communication Theory ◽  
Influential Factors ◽  
Strategy Development ◽  
Crisis Communications ◽  
Responsibility Attribution ◽  
Performance History ◽  
Situational Crisis Communication Theory ◽  
Relationship History ◽  
Insight Into

Coombs’s Situational Crisis Communication Theory suggests performance history, composed of relationship history and crisis history, intensify crisis responsibility attribution. Relationship history is organizations’ actual and perceived rapport with publics, while crisis history is an organization’s previous crises. Extant literature has only examined crisis history one-dimensionally. This study proposes the Crisis History Framework that provides insight into influential factors that can make crises more or less salient to individuals. Furthermore, the study introduces the Crisis History Salience Scale that can help crisis communications scholars conduct empirical research examining crisis history’s multiple facets. Moreover, the study offers suggestions for how crisis history considerations can inform proactive crisis management, key messaging, and strategy development during crises.

scholarly journals PRINCIPLES OF THE APPLICATION OF STRATEGIC PLANNING METHODS

2006 ◽  
Vol 7 (2) ◽  
pp. 37-43 ◽  
Author(s):  
Marek Lisiński ◽  
Mark Šaruckij
Keyword(s):  
Strategic Planning ◽  
Strategy Development ◽  
Minor Importance ◽  
Development Research ◽  
Planning Methods ◽  
Methodological Aspects ◽  
Theoretical Issues

Strategic planning methods form an extensively developed and interrelated group of dozens of methods used for organisation strategy development. Research has confirmed that only a small amount of firms use strategic planning methods in practice due to different reasons. The publications on strategic planning are devoted mostly to theoretical issues or empirical characteristics of chosen sub‐problems related to this concept of management. The methodological aspects, if at all, are taken into account as marginal or of minor importance. The purpose of this article is to present the principles of strategic planning methods classification and application. The methodology used in this research is based on the taxonomy methods and particularly Ward's method. A total amount of 28 different strategic planning methods were chosen and classified in our study.

Internationalization Strategies of Medium-Sized German Companies: An Empirical Survey

2001 ◽  
Vol 2 (1) ◽  
pp. 95-110
Author(s):  
Michael Behnam ◽  
Dirk Ulrich Gilbert
Keyword(s):  
Strategic Planning ◽  
Current Situation ◽  
International Context ◽  
Empirical Survey ◽  
Geographical Regions ◽  
Internationalization Strategies ◽  
Business Functions ◽  
International Activities ◽  
Insight Into

This empirical survey is based on a questionnaire which was distributed to 6,000 medium-sized German companies with international activities. The analyses included responses from a total of 533 enterprises. The areas examined include the importance of globalization, the motives for and the obstacles to globalization, the strategic planning of internationalization, the forms of internationalization adopted, the internationalization of a range of business functions and, finally, the geographical regions targeted by medium-sized German companies in their drive for internationalization. The study offers an up-to-date view of the current situation of medium-sized German companies operating within an international context, and insight into their attitudes towards internationalization.

Action Research Approaches

2021 ◽  
pp. 119-139
Author(s):  
Karen E. Watkins ◽  
Aliki Nicolaides ◽  
Victoria J. Marsick
Keyword(s):  
Action Research ◽  
Research Problem ◽  
Complex World ◽  
Action Science ◽  
Action Inquiry ◽  
Research Problems ◽  
Kurt Lewin ◽  
Address System ◽  
Research Action ◽  
Insight Into

The contemporary use of action research draws on the exploratory, inductive nature of many qualitative research approaches—no matter the type of data collected—because the type of research problems studied are complex, dynamic, and located in rapidly changing contexts. When action research is undertaken to support social and organizational change, support from stakeholders affected by the research problem is essential, creating further complexity. Action research may serve as an alternative to more traditional views of social science. In this chapter, the authors describe action research as envisioned by Kurt Lewin, its originator. They show how two variants of action research—action science and collaborative developmental action inquiry—advance insight into how action research can be used to develop personal capability to address system changes that action research seeks to unveil. They conclude with reflections on criteria for rigor and relevance in action research in today's post-modern, complex world.

Design-Led Strategy: How To Bring Design Thinking Into The Art of Strategic Management

2020 ◽  
Vol 62 (2) ◽  
pp. 30-52 ◽  
Author(s):  
Eric Knight ◽  
Jarryd Daymond ◽  
Sotirios Paroutis
Keyword(s):  
Strategic Planning ◽  
Strategic Management ◽  
Design Thinking ◽  
Organizational Practice ◽  
Customer Data ◽  
Corporate Managers ◽  
Practice Perspective ◽  
Current Design ◽  
Strategy As Practice ◽  
Insight Into

Design thinking has emerged as an important way for designers to draw on rich customer insights to enhance their products and services. However, design thinking is now also beginning to influence how corporate managers bring customer data into their day-to-day strategic planning. We call this integration of design thinking into the practice of strategic management “Design-Led Strategy” and show how it complements but extends current design-thinking perspectives. Adopting a strategy-as-practice perspective, this article identifies four archetypal practices that managers can use to strategize with design-thinking content. Its findings provide insight into the practices associated with situating design thinking within organizational practice.

Strategy Development for E-Banking

2010 ◽  
pp. 229-254
Author(s):  
Mahmood Shah ◽  
Steve Clarke
Keyword(s):  
Strategic Planning ◽  
Corporate Strategy ◽  
Strategy Development

This chapter focuses predominantly on the development of a toolset for e-banking strategic planning. But before moving on to this, the following section briefly outlines some of the relevant issues drawn from the domain of corporate strategy.

PARTICIPATIVE STRATEGIC PLANNING AND INNOVATION CAPABILITY: MODERATING ROLE OF IDEATION STRATEGY

2019 ◽  
Vol 24 (07) ◽  
pp. 2050066
Author(s):  
BAHRAM JABBARZADEH KARBASI ◽  
HOSSEIN RAHMANSERESHT
Keyword(s):  
Strategic Planning ◽  
Developing Economies ◽  
Positive Impact ◽  
Innovation Capability ◽  
Promotion Focus ◽  
Top Managers ◽  
Participative Strategic Planning ◽  
The Impact ◽  
Moderating Role

Enriching the limited knowledge and research on linkage between strategic management, human resource and innovation in developing economies, this paper focuses on the role of participative strategic planning (PSP), promotion focus and flexible role orientation (FRO) on innovation capability in Iranian SMEs. Furthermore, the moderating role of ideation strategy will be investigated. A total of 252 samples were collected from Iranian SME managers and employees in the different sectors through a quantitative method. A questionnaire was used for the data collection, and AMOS-SEM was employed for data analysis. The results indicate that PSP has a positive and significant impact on promotion focus, FRO, and innovation capability. In addition, it is shown that ideation strategy moderates the impact of promotion focus and FRO on innovation capabilities. Given the positive impact of PSP on promotion focus, FRO, and innovation capability, it is suggested that SME’s top managers use staff and managers with different levels in strategic planning processes and long-term organisation goals.

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