Strategic Management Policy Commons^™

Strategic Management In Action, Christine G. Springer

Public Policy and Leadership Faculty Research

The article discusses the significance of a strategic management in achieving an organization's future initiatives in the U.S. In order for the strategic management process to work, relevant criteria must first be used to make decision and then a consistent management process needs to be agreed. Strategic actions are programs outside an organization's operational activities that are meant to help the organization achieve its strategy.

Managing With Foresight And Insight, Christine G. Springer

Public Policy and Leadership Faculty Research

As we begin the New Year, it is important to look at the trends that need to be considered in the future and how or if these driving forces will define what strategic management means in 2008. It is also important to understand that looking to the past alone for guidance may skew our view of present facts even when those facts are supported by sound data. Strategic managers make sense out of what is going on around them and what is possible in the future by looking and listening to forecasts for the future, to what is critical for …

Managing Through Strategic Agendas, Christine G. Springer

Public Policy and Leadership Faculty Research

The author discusses the development of the Balanced Scorecard and strategic agendas on solving social and economic problems by the government. She stated reasons why organizations or countries choose to establish strategic agendas, such as it helps develop a vision, serves as a framework for monitoring government and nonprofit performance, and develops political platform. She concluded that its establishment is vital to success in developing countries and in the federal system of government.

Strategic Planning To Conduct Joint Force Network Operations: A Content Analysis Of Netops Organizations Strategic Plans, Antonio J. Scurlock

Theses and Dissertations

Within the Joint Force Network Operations (NETOPS) environment, war fighters will treat net-centric adversaries and global information grid defense-in-depth situations as complex, adaptive enclaves that are the product of the dynamic interactions between connected entities and processes. Because of net centricity, no entity or process of the enclave can be considered in isolation; no singular engagement methodology will accurately capture the enclave’s complexity, and an alignment of Department of Defense Combatant Commanders, Services, and Agencies (CC/S/A) strategic planning is pivotal. To achieve and maintain information dominance, Joint Network Operations (NETOPS) organizations need to be strategically aligned. Strategic alignment allows organizations …

Communication Counts, Christine G. Springer

Public Policy and Leadership Faculty Research

The author discusses the necessity of communications in a business setting. She cited the implementation of Plain Talk by the Annie E. Cassey Foundation which proves the fact that policy works best when decision makers, community residents and citizen customers communicate effectively. She also revealed that to surely achieve success in the business, it is suggested to never underestimate the emotional power of human nature and build a sense of community through continual communication.

Engaging The Academic Heartland:A Key Factor In The Effectiveness Of Strategic Planning And Self Study Programs., Deirdre Lillis

Conference papers

Conventional wisdom in the literature attests to the importance of involving academic staff in strategic planning and self study programs but there is a lack of empirical evidence to substantiate this argument. This paper reports on the findings of an empirical investigation of the effectiveness of three strategic planning and three self study programs, undertaken in one Higher Education Institute (HEI), between 1997 and 2006. It was found that the level of engagement of academic staff was a key factor in the effectiveness of the programs – the more engagement the more effective the programs were. The research methodology was …

Performance Differences Across Strategic Groups: An Examination Of Financial Market-Based Performance Measures, J. Rajendran Pandian, Howard Thomas, Olivier Furrer, William C. Bogner

Research Collection Lee Kong Chian School Of Business

One of the more interesting issues in the strategic management field is the question of whether intra-industry performance differences exist, particularly across strategic groups. Most of the existing studies have used accounting measures of performance despite the documented weaknesses of such measures. This paper examines whether financial market-based measures of performance are superior to accounting-based measures in identifying performance differences across strategic groups. Hypotheses are tested on data from an existing sample of firms in the US pharmaceutical industry. The empirical results indicate that performance differences are more likely to exist across strategic groups when financial market performance measures are …

Reconciling External Legitimacy And Organisational Implementation: The Case Of Service Planning In The Irish Health Services, Vivienne Byers

Conference Papers

Whereas, in many OECD countries strategic planning in health care has been in evidence since the 1970s, in Ireland the emergence of strategic management processes in health care planning didn’t occur until the 1990s. The Strategic Management Initiative (SMI), as outlined in Delivering Better Government (1996), gives Government commitment to ‘the reform of our institutions at national and local level to provide service, accountability and transparency’ and forms the backdrop to the Irish public service reforms. One of the central mechanisms of the SMI is the devolution of accountability and responsibility from the centre to executive agencies. Service planning in …

Managing Conflict To Build Consensus, Christine G. Springer

Public Policy and Leadership Faculty Research

The article discusses views on dealing with conflict to build consensus in strategic management. Fostering conflict to improve decision making while building consensus so essential to effective implementation demands the stimulation of debate, keeping conflict constructive, ascertaining that the process is fair and legitimate and being able to reach closure.

Reducing Uncertainty In Effects-Based Operations, Wilburn B. Mclamb

Theses and Dissertations

Known as the fog of war, uncertainty has been prevalent in the conduct of military operations throughout human history. Intelligence collection efforts are tasked to reduce this uncertainty through the collection of information. Utilizing Shannon's entropy as a measure of the expected information gain due to an intelligence collection effort, a methodology is developed to prioritize and allocate intelligence assets in an efficient manner. Incorporated in this methodology are target priority and the requirement to reassess dynamic targets. The application area for the methodology is Effects-Based Operations. A generalized state model is developed to conduct adversary system-of-systems analysis. This model …

Third Extrusion Project: Project Analysis, Ingrid Suarez

Engineering and Technology Management Student Projects

This paper uses a case study approach to analyze the Third Extrusion Project (TEP) in Cerro Matoso S.A (CMSA). The TEP was chosen to be analyzed because of the importance to the company, the quality of the project management, and the impact in CMSA’s business. The analysis was focused on the managerial and organizational aspects, rather than on technical topics. It was based on the Strategic Project Leadership framework proposed by Dr. Aaron Shedar.

BHP Billiton, the parent organization of CMSA, is one of the world’s premier mining companies. Its project management office aims to ensure that the project management …

Absorptive Capacity: A Review, Reconceptualization, And Extension, Shaker A. Zahra, Gerard George

Research Collection Lee Kong Chian School Of Business

Researchers have used the absorptive capacity construct to explain various organizational phenomena. In this article we review the literature to identify key dimensions of absorptive capacity and offer a reconceptualization of this construct. Building upon the dynamic capabilities view of the firm, we distinguish between a firm's potential and realized capacity. We then advance a model outlining the conditions when the firm's potential and realized capacities can differentially influence the creation and sustenance of its competitive advantage.

The Implementation Of Strategic Planning In Irish Hotel Groups., Frances Alexandra Keys

Masters

The primary objective of this research was to examine the relative importance and success of forty factors over the past five years (1994-1999) that have facilitated and/or impeded the implementation of strategic plans within Irish hotel groups. This research studied twenty-four hotel groups, which consisted of ninety-five strategic business units. An extensive review of strategic management literature by theorists such as Andrews(1971); Ansoff (1990); Chandler (1962); Cole (1997); Day (1984); Drucker (1969); Greenley (1986, 1989); Gupta (1986); Hayes (1985); Hofer (1973, 1976); Mintzberg (1978, 1987, 1990, 1994); Ohmae (1988); Porter (1980, 1985, 1991); Schaffer (1984); Schendel and Hatten (1972); Thompson …

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.

Scenario Analysis: An Integrative Study And Guide To Implementation In The United States Air Force, Jamey B. Cihak, Steven A. Mozel

Theses and Dissertations

With the uncertainties in the current Air Force environment, extrapolated forecasting methods are no longer sufficient for meeting the Air Forces strategic planning needs. The Air Force could benefit from using a more sophisticated method to determine the opportunities and obstacles it will face in the future. The key characteristics that distinguish scenario analysis from other forms of forecasting are the qualitative, contextual descriptions of the future environment, and the identification of several possible futures. This thesis discusses the concept of scenario analysis and its relevance to the Air Force as a strategic planning tool. It begins with an overview …

Strategic Planning Within Air Force Materiel Command: A Focus On External Stakeholders' Involvement, David B. Coomer, Mary E. Moynihan

Theses and Dissertations

This research study used case and cross-case analyses to determine what Air Force Materiel Command can learn from leading business practices to produce maximum stakeholder involvement in their strategic planning process. A literature review revealed five essential elements of stakeholder involvement establishment of communication processes for multiple stakeholders, appropriate interaction policies, active CEO involvement, measurement processes, and balanced stakeholder strategies. These elements were incorporated into a model to provide a benchmark against which to evaluate AFMCs stakeholder awareness programs. The six stakeholder awareness programs selected for study were identified through a process of interviews with AFMCs senior-level strategic planners. The …

Diversity, Diversification And Profitability Among British Manufacturing Companies, 1972-1984, Robert M. Grant, Azar P. Jammine, Howard Thomas

Research Collection Lee Kong Chian School Of Business

This study investigated the causal relationships between diversity, diversification, and profitability among 304 large British manufacturing companies that differed in both product and multinational diversity. Diversity and profitability were positively related up to a point; after that point, increases in product diversity were associated with declining profitability. The results were unclear with respect to the underlying causal relationships. Product diversification did not increase profitability, and there was limited evidence that profitability promoted diversification. For multinational diversification, however, we found that profitability in the home market encouraged overseas expansion that in turn increased profitability.