Strategic Management Policy Commons^™

Blending Business And It Strategy : A Conceptual Model, R Ramaswamy

IIMB Management Review

In this new age of the knowledge-based economy, the search for a more dynamic and sustainable competitive advantage has led to many organisations investing substantially in IT–based tools and solutions. But in most cases these investments have not been justified by the returns. The main reason for this is the disjointed manner of framing business and IT strategies leading to the segregation of the people, process, and technology aspects of management. Moreover, the benefits are marginal if carried out over existing strategies, structures, and processes. To derive the real benefits of investments in IT and paradigms of transformation in the …

The Balanced Scorecard At Philips Electronics, Andra Gumbus, Bridget M. Lyons

WCBT Faculty Publications

The drive to implement the balanced scorecard at Philips Electronics came from the top down - as a directive from the Board of Management in Europe to all Philips divisions and companies worldwide. The directive went to each of the companies and their quality departments, with the effort in the medical division headed by the Quality Steering Committee that reports to the president of Philips Medical Systems. Philips Electronics has used the balanced scorecard to align company vision, focus employees on how they fit into the big picture, and educate them on what drives the business. An essential aid to …

Successful Management By Neville Bain, New Delhi: Macmillan Press, 1995., Maj Gen V Uberoy

IIMB Management Review

No abstract provided.

Ebay Strategic Analysis And Recommendation, Jerry Compton, Aaron Freier, Archie Patdu, Nantachai Phuvasate, Farhad Rostami

Engineering and Technology Management Student Projects

The Internet has seen its share of success and failures as businesses try to understand how this new medium is going to be used in the 21st century. The eBay corporation has defined itself as not only a player on the Internet but as founders of a new business concept: online bidding and selling for the masses.

Being first to market gives eBay some of the key strengths to make the most of this new medium. The key success factors such as a large customer base and a compelling environment online are allowing eBay to be profitable and be seen …

Crafting The Strategy: Concepts And Cases In Sategic Management By Ranjan Das, New Delhi: Tata Mcgraw Hill, 2000., S D Kshirsagar

IIMB Management Review

This quotation summarises aptly the dichotomy of approaches to strategy as an encompassing concept and to its implementation in a business. If strategy is a science in all its facets, its descriptive or normative theories could be applied to a business situation. Seminal contributions in this respect made by H Igor Ansoff, Kenneth R Andrews and others, established that ‘sustained performance’ is determined by a firm’s ability to find a fit among its intrinsic capabilities, the environmental factors, and the strategy it adopts. In this sense, strategy is not only contextual but also resource specific. It is, therefore, dynamic and …

Economics And Strategic Management: Bridging The Divide, Rakesh Singh

IIMB Management Review

There has always been a great divide between economic theory and management theory. On the one hand, most business schools put basic economics on their curriculum and insist on compulsory courses in the subject.  On the other hand, management theorists have found economics too abstract to be useful. Economists have always tried to run clown the case study approach as lacking in rigour and have criticized management's approach of generality.

Making Strategy: The Journey Of Strategic Management: By Colin Eden And Fran Ackerman, London: Sage Publications, 1998., K R S Murthy

IIMB Management Review

These are two very different, but complementary, books on strategy. Strategy is a term used widely with different meanings and in different contexts. It is often also used with various prefixes and suffixes as in these two books. The basic notion of strategy underlying the two books, and therefore their approaches, differ and it is important to understand the bias of the authors to be able to use the books properly.

East Vs. West: Strategic Marketing Management Meets The Asian Networks, George T. Haley, Chin Tiong Tan

Research Collection Lee Kong Chian School Of Business

Strategic management in Asia is different. Decision-making differs from that taught in Western, and even Asian, schools of business. In the last decade, the influence of Japanese management systems on Western management practice has become evident. Though the Japanese economy is the world's second largest, and Japan's population substantial, neither compares with the combined economies and combined populations of non-Japanese Asia. The influence of the most aggressive elements of the non-Japanese Asian business communities, the Overseas Chinese and Overseas Indian Networks cannot help to be felt on Western management practice. This article explains why this difference in decision-making styles exists, …

Cases In Strategic Management By S. B. Budhiraja, Tata Mc Graw-Hill Publishing Co. Ltd., 1996., L S Murty

IIMB Management Review

The author claims that this book is probably the first of its kind, in that, the project of bringing out the book was actively supported by some leading companies in the country (which form the subject of these cases) and was funded by ITC. The contribution of the participating companies to management education hould be appreciated. Industry and academia should draw the cue from this to further enrich the theory and practice of management in India.

Sustaining International Linkages: A Dynamic Competence View, William C. Bogner, Howard Thomas

Research Collection Lee Kong Chian School Of Business

Strategic alliances have been growing in popularity among firms over the past 10 years. The basis for the formation of truly strategic alliance has been presented by several authors who use the theoretical foundations that are popular in strategic management, in particular the resource-based theory of the firm, organizational learning theory and industrial organizational economics. Still, little has been said about why these alliances are sustained. This paper takes those same theoretical bases and constructs a basic set of propositions about the continuation of strategic alliances.