A Complex Responsive Process Approach to Strategic Management

2013 ◽  
pp. 39-51 ◽  
Author(s):  
Sharon E. Norris
Keyword(s):  
Strategic Management ◽  
Competitive Advantage ◽  
Human Resource Development ◽  
Employee Engagement ◽  
Competitive Strategies ◽  
Top Down ◽  
Performance Achievement ◽  
Strategic Behaviors ◽  
Complex Responsive Processes

Traditional strategic management focuses on securing organizational assets and maximizing resources through top-down leadership and the formation of competitive strategies to advance market position, meet performance objectives, and gain competitive advantage. Top-down bureaucratic paradigms are not well suited for gaining an edge in the knowledge economy, and in many cases, these strategic behaviors are counterproductive. There is a growing need for alternative ways of thinking about strategic management and human resource development. Complexity science provides a new framework for 21st century strategic management. The complex responsive processes approach to strategic management strengthens employee engagement, knowledge creation, and organizational learning, and it improves performance, achievement of long-term competitive advantage, and strengthens intellectual capital.

Strategic Transcultural Marketing Management and Global Competitiveness

2014 ◽  
pp. 1226-1248
Author(s):  
Angelo A. Camillo ◽  
Svetlana Holt ◽  
Joan Marques
Keyword(s):  
Strategic Management ◽  
Competitive Advantage ◽  
Business Schools ◽  
Global Strategy ◽  
Education Programs ◽  
Competitive Position ◽  
Leadership Culture ◽  
Global Competitiveness ◽  
Resources And Capabilities

An organization achieves competitive advantage if it delivers above average profits in its industry. Strategic management has many definitions. In this context, the authors define global strategic management as a bundle of decisions and acts based on resources and capabilities that a manager undertakes that decide the long-term competitive position of the firm. The past and current economic conditions are evidence that global strategy will never be perfect but an ongoing effort to achieve optimal results for all stakeholders. Hence, the task for the global leaders has become increasingly challenging and hypercompetitive. While these leaders materialize their vision and accomplish their mission, they also build a strong leadership culture. However, successful executives are too busy or do not have the capability to develop new skills to plan and execute their long- and short-term strategies. To narrow the gap between achievement and acquiring new skills, business schools from across the globe offer Executive Education Programs that help them expand their skills. These programs can be highly specialized and individually designed for specific companies in a given industry. Present and future global leaders must stay current with competitive trends and ahead of the competition to achieve and sustain competitive advantage in their industry.

scholarly journals Competitive Strategy of Sunan Drajat Islamic Boarding School Business in Lamongan

2021 ◽  
Vol 04 (12) ◽  
Author(s):  
Tika Diliana ◽  
Keyword(s):  
Strategic Management ◽  
Competitive Advantage ◽  
Competitive Strategy ◽  
Swot Analysis ◽  
Boarding School ◽  
Qualitative Approach ◽  
Business Unit ◽  
Competitive Strategies ◽  
Economic Independence ◽  
Differentiation Strategy

Pondok Pesantren Sunan Drajat (PPSD) is one of the Islamic boarding schools that has a high spirit of economic independence, by establishing several Institution-Owned Business. This Business Unit seems to be developing its units so that they are spreading domestically and internationally. This is due to strategic management that accommodates business, especially in its competition. The purpose of this study was to determine the competitive strategy of Pondok Pesantren Sunan Drajat Islamic-owned business. This study uses a qualitative approach that aims to explain the competitive advantage strategy of the PPSD business unit and SWOT analysis. The results showed that the PPSD business unit implemented all competitive strategies based on sharia principles, which in carrying out their activities were based on benefit. In conclusion, PPSD Business Unit uses an image of differentiation strategy in marketing for its products to stay ahead in the midst of many similar business.

Strategic Transcultural Marketing Management and Global Competitiveness

2014 ◽  
pp. 316-338
Author(s):  
Angelo A. Camillo ◽  
Svetlana Holt ◽  
Joan Marques
Keyword(s):  
Strategic Management ◽  
Competitive Advantage ◽  
Business Schools ◽  
Global Strategy ◽  
Education Programs ◽  
Competitive Position ◽  
Leadership Culture ◽  
Global Competitiveness ◽  
Resources And Capabilities

An organization achieves competitive advantage if it delivers above average profits in its industry. Strategic management has many definitions. In this context, the authors define global strategic management as a bundle of decisions and acts based on resources and capabilities that a manager undertakes that decide the long-term competitive position of the firm. The past and current economic conditions are evidence that global strategy will never be perfect but an ongoing effort to achieve optimal results for all stakeholders. Hence, the task for the global leaders has become increasingly challenging and hypercompetitive. While these leaders materialize their vision and accomplish their mission, they also build a strong leadership culture. However, successful executives are too busy or do not have the capability to develop new skills to plan and execute their long- and short-term strategies. To narrow the gap between achievement and acquiring new skills, business schools from across the globe offer Executive Education Programs that help them expand their skills. These programs can be highly specialized and individually designed for specific companies in a given industry. Present and future global leaders must stay current with competitive trends and ahead of the competition to achieve and sustain competitive advantage in their industry.

scholarly journals DOES THE USE OF STRATEGIC MANAGEMENT ACCOUNTING TECHNIQUES CREATES AND SUSTAINS COMPETITIVE ADVANTAGE? SOME EMPIRICAL EVIDENCE

10.26458/1923 ◽  
2019 ◽  
Vol 19 (2) ◽  
pp. 61-92 ◽  
Author(s):  
Babajide OYEWO ◽  
Solabomi AJIBOLADE
Keyword(s):  
Strategic Management ◽  
Competitive Advantage ◽  
Manufacturing Sector ◽  
Management Accounting ◽  
Annual Reports ◽  
Chi Square ◽  
Strategic Management Accounting ◽  
Chi Square Test ◽  
Cross Tabulation

This study examined the extent to which the usage of strategic management accounting (SMA) techniques such as customer accounting and competitor accounting can create and sustain competitive advantage, with a focus on the manufacturing sector in Nigeria. Data obtained from the annual reports of fifty-six (56) publicly-quoted companies covering a 10-year period (2008-2017) were analysed using descriptive statistics, cluster analysis, cross tabulation, Chi-square test of association, and discriminant analysis. Whereas the frequency of high-adopters of customer-based and competitor-focused techniques was less than those of low-adopters, the adoption rate of SMA was noted to be generally moderate. Further, the usage of SMA positively and significantly impact competitive advantage. The observation that intense users of SMA were able to consistently outperform competitors at both the industry- and sector- level in the long-term supports the conclusion that to a large extent, SMA usage can both create and sustain competitive advantage. Seeing that it is not the mere adoption of SMA that sustains competitive advantage but its intense usage, organisations seeking strategies to improve their competitiveness may consider the rigorous application of SMA.  

Effect of Innovation Strategies on Sme Performance Mediated Competitive Advantages

2019 ◽  
Vol 118 (2) ◽  
pp. 94-97
Author(s):  
Mohammad Mabrur Taufik ◽  
DewiPuspaningtyas Faeni
Keyword(s):  
Competitive Advantage ◽  
Human Resource Development ◽  
Structural Equation ◽  
Small And Medium Enterprises ◽  
Simple Random Sampling ◽  
Innovation Strategy ◽  
Product Introduction ◽  
Research Population ◽  
Innovation Strategies ◽  
Medium Enterprises

Small and Medium Enterprises and Indonesian Cooperatives (SMESCO) are strategies in promoting and introducing Indonesia's superior products to the international community. Through SMESCO, SME owners can work together on standardization of SME products, SME quality standardization and at the same time a forum for fostering SMEs to market their products, through human resource development programs including seminars, training, workshops and product introduction through online shops and mentoring programs. The research aims to prove and analyse the influence of: innovation strategies on the performance of SMEs in SMESCO Indonesia directly or through competitive advantage; innovation strategy towards competitive advantage; competitive advantage towards the performance of SMEs at SMESCO Indonesia. The research population is all SME companies that partner with SMESCO Indonesia. Sampling is done by probability sampling with a simple random sampling method. Data analysis using Structural Equation Modelling-Partial Least Squares, a sample of 147 small and medium business owners at SMESCO Indonesia. The results of the study prove: (1) The innovation strategy does not directly have a significant effect on the increasing performance of SME companies in SMESCO Indonesia but has a significant effect through competitive advantage; (2) Competitive advantage has a significanteffect on the increasing performance of SMEs in Indonesia.

scholarly journals Long‐term study reveals top‐down effect of crabs on a California salt marsh

Ecosphere ◽  
2021 ◽  
Vol 12 (8) ◽  
Author(s):  
Kathryn M. Beheshti ◽  
Kerstin Wasson ◽  
Christine Angelini ◽  
Brian R. Silliman ◽  
Brent B. Hughes
Keyword(s):  
Salt Marsh ◽  
Top Down ◽  
Term Study ◽  
Long Term Study

scholarly journals Authoritarian resilience through top-down transformation: making sense of Myanmar's incomplete transition

2019 ◽  
Vol 49 (2) ◽  
pp. 193-209 ◽  
Author(s):  
Stefano Ruzza ◽  
Giuseppe Gabusi ◽  
Davide Pellegrino
Keyword(s):  
Political Reform ◽  
The Political ◽  
Political Transformation ◽  
Top Down ◽  
Ongoing Process ◽  
Making Sense ◽  
Divide And Rule ◽  
Events Data

AbstractStarting from the imperfect nature of Myanmar's democracy, this paper aims to answer two questions. First, can Myanmar's transition be defined as a case of democratization, or is it, rather, a case of authoritarian resilience? To state this differently: is the progress enjoyed by Myanmar's polity the outcome of an ongoing process that is supposed to lead to a fully fledged democracy, or, rather, an attempt to enshrine elements of authoritarian governance under a democratic guise? Second, if the balance leans towards the latter instead of the former, how did authoritarian resilience work in Myanmar? The transition is analysed from a long-term perspective, moving from the 1988 pro-democracy uprising up to the most recent events. Data were collected from available published sources and from three fieldworks conducted by the authors in Myanmar. The paper concludes that Myanmar's transition is better understood as a case of authoritarian resilience than as democratization and highlights three core traits of Myanmar's authoritarian resilience: first, the very top-down nature of the political transformation; second, the incumbents’ ability to set the pace of political reform through the use of repression and political engineering; and third, the divide-and-rule strategy used as a means to keep contestations separated and local.

The Roles of Sufi Teachings in Social Movements: An HRD Perspective

2019 ◽  
Vol 21 (2) ◽  
pp. 205-223
Author(s):  
Nadir N. Budhwani ◽  
Gary N. McLean
Keyword(s):  
Social Movements ◽  
Social Movement ◽  
Human Resource Development ◽  
Collective Learning ◽  
Unconditional Love ◽  
The Social ◽  
Personal Experiences ◽  
Recommendations For Practice

The Problem There is a growing need to explore the role of the centuries-old tradition of Sufism and its teachings which, through social movements, have contributed to, and continue to influence, human resource development (HRD) at various levels—individual, group, organization, community, nation, and international. The Solution To address this need, we present cases of social movements inspired by Sufi teachings in selected parts of the world. We discuss, using literature and personal experiences, links among Sufi teachings, social movements, and HRD, and provide a framework for understanding Sufi teachings within the context of the social movement phenomenon. We end with recommendations for practice and research. The Stakeholders We target broadening the horizons of HRD researchers, practitioners, civil society members, and social movement activists, encouraging them to address long-term changes and collective learning through the quest for unconditional love and liberation, which represent the core of Sufi teachings.

Intervention by Outsiders: A Strategic Management Perspective on Government Industrial Policy

1993 ◽  
Vol 13 (1) ◽  
pp. 69-88 ◽  
Author(s):  
Romano Dyerson ◽  
Frank Mueller
Keyword(s):  
Public Policy ◽  
Strategic Management ◽  
Industrial Policy ◽  
Financial Control ◽  
Firm Level ◽  
Policy Makers ◽  
Management Perspective ◽  
British Experience ◽  
The Government

ABSTRACTAs the debate throughout the eighties has concluded, the efforts of governments to intervene at the firm level has largely been disappointing. Using two examples drawn from the British experience, Rover and Inmos, this paper offers an analysis as to why the Government has encountered difficulties when it has sought to intervene in a strategic fashion. Essentially, public policy makers lack adequate mechanisms to intervene effectively in technology-based companies. Locked out of the knowledge base of the firm, inappropriate financial control is imposed which reinforces the ‘outsider’ status of the Government. Having addressed the limitations of strategic intervention, the paper, drawing on the comparative experience of other countries, then goes on to address how this policy boundary might be pushed back in the long term.

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