Re-Reading The Term “Strategy” (original) (raw)
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The aim of this paper is to extend recent reflection on the evolution of strategic management by analyzing the field's object of study: strategy. We show how the concept of strategy has formed the backbone of the development of strategic management as an academic field and how consensus regarding it has evolved in the academic community during the stages of its historical development. We also address changes in the structure of the definition as it evolved through the growth of internal consistency, the centrality degree of the key terms that have shaped it, and how this evolution fostered the emergence of new research topics during the development of the discipline.
A comment on the relevance of strategy research
Advances in Strategic Management, 1995
It is important for strategy research to have practical relevance given its professional orientation. The differing perspectives of academics and managers and the rapid development of the field of strategic management suggests a need to address the field's future direction. In this paper, a practitioners' agenda for the field is developed based on a survey of chief executive officers (CEOs) of major US corporations. A comparison of this agenda with one generated by academics highlights the differences between the two constituencies concerning issues of relevance for the future. Compared to academics, CEOs emphasize operating issues; disagree on the priority of strategic issues; and are generally unfamiliar with research-based journals. The two agendas should be viewed as complementary. Some implications for the field are discussed and suggestions made for dealing with the issue of relevance in future research and communicating the results to managers. IiSiTRODUCTION Concerns have been raised about the practical relevance of business research in general and strategic management in particular. Strategic management is considered a professional field the ultimate aim of which is to promote the survival, growth and rents of organizations. Thus, the field's viability is dependent on its ability to address issues of importance to both academics and practitioners (Bower, 1982). If strategic management is to be considered relevant for its primary constituencies, its research agenda must include issues reflecting their respective views. Recently, a research agenda for strategic management in the nineties was proposed in this journal (Lyles, 1990) based on a survey of academic experts. Although pertinent issues were defined, there was a lack of consensus among the academics about the major areas of future research; this led the author to conclude that the disagreement was because
Assessing the process and content of strategy in different organizations
Scandinavian Journal of Management, 1990
paper deals with a quantitative assessment of strategy content and strategy process characteristics. The framework used is based on the concept of strategic logics. The empirical study involves six organizations in The Netherlands. Both the content and the process dimension of strategy-making are measured by means of questionnaires, administered in an interview. Qualitative observations were made in order to cross-validate the quantitative measures obtained by the questionnaire. Finally, we discuss some problems and the major implications of this study.
Dynamics of the evolution of the strategy concept 1962–2008: a co-word analysis
Strategic Management Journal, 2012
The aim of this paper is to extend recent reflection on the evolution of strategic management by analyzing the field's object of study: strategy. We show how the concept of strategy has formed the backbone of the development of strategic management as an academic field and how consensus regarding it has evolved in the academic community during the stages of its historical development. We also address changes in the structure of the definition as it evolved through the growth of internal consistency, the centrality degree of the key terms that have shaped it, and how this evolution fostered the emergence of new research topics during the development of the discipline. Copyright © 2011 John Wiley & Sons, Ltd.
Considerations on the Current State of Strategic Management
Examples from the Automotive Industry
European specialists and researchers have shaped the "European strategic management" concept for solving problems and making decisions at the level of the industrial companies, which is characterised by the European activity of strategies and planning, implementing and performing the changes in company development. The chapter analyses some of the current strategies after applying the strategic management in the activity of industrial companies, such as: European concept of strategic management; Japanese management, existence form of strategic management; Kaizen strategy in automotive industry; opinions on the strategic management process structure; industrial companies' strategies under current globalisation; strategy as working tool of strategic management. Regardless of the type of strategic management, it is based on a process of strategic management. The result of this process is the preparation of an optimal strategy of developing the company.
The Winding Road of Corporate Strategy
Revista Pensamento Contemporâneo em Administração, 2018
This paper addresses the issue of Corporate Strategy aiming to answer four research questions: " what is Strategy about? " , " who shapes the Strategy? " , " what is new about Strategic Management? " and " what is wrong with Strategic Management? " To do so, the study was based on a systematic exploratory research and bibliographic review. For each question, a specific set of authors were selected, mainly based on books and papers published in relevant academic journals. A set of theoretical propositions is presented at the end of each analysis, in an attempt to summarize the main findings. Overall, the paper shows that corporate strategy is a complex and intricate issue, in constant evolution but, at the same time, with many problems still to be solved.
Templates and Turns in Qualitative Studies of Strategy and Management
2013
Purpose-This chapter presents four different approaches to doing and writing qualitative research in strategy and management based on different epistemological foundations. It describes two well-established ''templates'' for doing such work, and introduces two more recent ''turns'' that merit greater attention. Design/Methodology/Approach-The chapter draws on methodological texts and a detailed analysis of successful empirical exemplars from the strategy and organization literature to show how qualitative research on strategy processes can be effectively carried out and written up. Findings-The two ''templates'' are based on different logics and modes of writing. The first is based on a positivist epistemology and aims to develop nomothetic theoretical propositions, while the second is interpretive and more concerned to capture and gain insight from the meanings given to organizational phenomena. The two ''turns'' (the practice turn and the discursive turn) are not as well defined but are generating innovative contributions based on new ways of considering the social world.
Conceptual Framework for the Strategic Management
Conceptual Framework for the Strategic Management, 2021
This study aims to reveal the development of strategy and strategic management thinking, which has become even more important in today's intensely competitive environment, and the direction of current research issues in strategic management issues. In this framework, a literature review has been made to make comments and reach new syntheses by examining the subject with a broad and deep perspective in our study. It has been ensured that the sources related to the subject of the article are reviewed, opinions, attitudes, and descriptions are found. In this article, the pioneers of strategic management thought and philosophy from the past to the present and the historical development process, the strategic management schools and research issues that have emerged until today, have been tried to be revealed through a literature review. In our study, the progress and developments provided by strategic management thinking have been examined.