bluuebunny/crossref_metadata_2025_split huggingface dataset:
A short, practical guide to implementing strategy
Authors: Allio Michael K. 
Published: January 2007

PurposeMost strategies stumble in the implementation phase. This article outlines a market‐validated process, and practical guidelines, for optimizing implementation. The primary audience is mid‐level and senior executives charged with the responsibility for implementing strategy.Design/methodology/approachThis implementation process focuses on the critical timeframe immediately following formal strategy selection, when broad objectives need to be translated into specific actions, schedules, budgets, and metrics. The approach is to capture the key decisions in an accessible, common format, and to deploy this tool consistently throughout the organization to monitor and guide implementation. Dozens of firms across a wide array of industries have used the methodology, which derives from two decades of senior operating and strategy consulting experience.FindingsStrategy development receives significant attention and resources, but implementation is often neglected, with disastrous consequences. Using a straightforward approach, format, and process, managers can bridge the gap between rhetoric and reality; they can succeed in accomplishing what they set out to do, and think and act strategically.Research limitations/implicationsThe approach and logic described are universal, but the actual format may need to be adapted to fit the planning cycle and technology of each firm, and refined over time to dovetail with the firm's budgetary process.Practical implicationsStrategy programs need to be expanded to focus on the implementation process. More attention should be given to breaking down lofty statements into practical, actionable, measurable activities. The language and methods used to implement need to be simplified, and consistently deployed. Success in implementation is critical to validating the investment in strategy in the first place.Originality/valueThe rational, practical approach described offers middle and senior managers a toolkit for bringing strategies to life – for bridging the gap between aspirations and real performance. It outlines a practical process, providing hands‐on guidelines for optimizing performance, and galvanizing the management team.
Segment and destroy: the missing capabilities of knowledge management
Authors: Desouza Kevin C. , Awazu Yukika 
Published: January 2007

PurposeTo draw management and scholarly attention to two missing capabilities in a knowledge management program: segmentation capability and destruction capability.Design/methodology/approachAn opinion paper based on consulting and research experiences of the authors.FindingsOrganizations that consider the two missing capabilities have witnessed significantly improved knowledge management programs compared with when the capabilities were missing from their agenda. In addition to the two missing capabilities, the third capability – protection capability – may need due attention.Research limitations/implicationsThe two missing capabilities can be further investigated as important constructs. The two capabilities complement and augment their peer capabilities (creation, transfer, storing, retrieving and applying). The intricacies of the missing capabilities and the known capabilities need to be further studied.Practical implicationsIf an organization neglects the two capabilities, the benefits of their knowledge management program will be limited. Organizations can cultivate the two missing capabilities effectively and efficiently by following the suggestions of the paper.Originality/valueThis is the first paper that discusses the two missing knowledge management capabilities exclusively and connects their role and importance to known capabilities.
Why old tools won't work in the “new” knowledge economy
Authors: Sheehan Norman T. 
Published: January 2007

PurposeKnowledge‐intensive firms are growing in importance yet there are few tools to help managers to analyze and improve their performance, which this paper aims to describe.Design/methodology/approachThis paper builds on Michael Porter's strategic frameworks for industrial firms. It outlines how his frameworks, in particular the five forces and value chain, need to be modified if they are to be effectively applied to knowledge‐intensive firms.FindingsManagers of knowledge‐intensive firms need to use the old tools in new ways, if they are to improve their business models and ultimately increase their profitability.Practical implicationsThe paper outlines ways for managers of knowledge‐intensive firms to improve their firm's performance. First, managers using a revised five forces can improve their value capture by reducing bargaining power of its experts, making outsourcing of expert services more attractive, or improving their reputational status. Second, the paper outlines a continuum of business models and suggests that the appropriate choice of business model depends on the firm's problem‐solving expertise, its target clients, desired risk level and aspirations. The paper elaborates on the business model by examining choices surrounding the scope of the firm's problem‐solving activities, suggesting that these allow the firm to find profitable niches.Originality/valueThis is one of the first attempts to develop strategic tools that managers of knowledge‐intensive firms can used to increase their firm's profitability.
Parables of consulting
Authors: Marren Patrick 
Published: January 2007

PurposeTo provide the author's opinions about key issues in strategy and the future to the readership.Design/methodology/approachOpinion column.FindingsDiscussion of how each consultant believes he/she is a God‐like oracle who represents the only way to do something.Research limitations/implicationsSpeculative, and based not on rigorous research but on the author's experience of planning engagements across a wide variety of private and public enterprises.Practical implicationsWarns strategists about the difficulties of ascertaining whether a consultant has the “right” approach.Originality/valueExpresses several opinions that the author believes have not been expressed (or adequately appreciated) elsewhere.
In defense of the individual: the CEO as board chairperson
Authors: Dalton Catherine M. , Dalton Dan R. 
Published: January 2007

PurposeLooks at group decision making by Boards and impact of diversity on effectiveness.FindingsExtensive research fails to demonstrate the superiority of the separate board leadership structure. Other factors supersede the need for independence where board leadership is concerned. There is no substitute for a single strong leader who is accountable.Practical implicationsProvides executives with information on important factors to consider when determining board structure.Originality/valueOf particular value to CEOs and other board members
Aspiration alignment: a hidden key to competitive advantage
Authors: Maira Arun 
Published: January 2007

PurposeTo highlight weaknesses in typical analytical approaches to developing strategy and suggest ways of overcoming themDesign/methodology/approachExplain some typical problems by examples; analyse their causes; describe an approach to resolve them by changing the approach to developing strategyFindingsBroadening the approach to strategy by systematically including an analysis of emotional and political forces, and recognising that ”blinkers” are an integral feature of any ”rational” model, enable the development of more effective strategies.Originality/valueA tested approach for overcoming problems of misalignment in strategy.
Corporate governance in Europe: current status and future trends
Authors: Albert‐Roulhac Catherine , Breen Peter 
Published: January 2007

PurposeTo provide a comprehensive overview of corporate governance practices in the top listed companies in ten European countries.Design/methodology/approachPresents comparative empirical research based on public data from public companies. This survey has been published biennially ever since 1999. We selected the top companies by market capitalization from national indexes (e.g. CAC 40, DAX 30). Each of the 294 companies was rated individually in order to produce a country average, from which we generate a European average. The weighted rating criteria as the same as in our 3 previous surveys, and take into account the working and composition of the board, and disclosure levels.FindingsThe study shows significant progress and more convergence in corporate governance practices. The best‐performing countries in the three previous surveys – the UK, the Netherlands and France – are still at the top, and there is a reduced variance within countries. Boards also continue to work harder, partly explaining the rise in Directors' compensation. Committees are almost universal, although their composition could be improved. Boards are gradually becoming more independent but remain more domestic than the companies themselves. International directors (16 percent) and women directors (now 7 percent) are still not enough in evidence. More progress in corporate governance practices can be expected in the future as we can expect an even greater convergence of board practices between and within European countries.Originality/valueThis study is unique as it provides a reliable comparative picture of board practices across ten European countries and ever since 1999, with the comments of local experts of corporate governance in each market.
The real role of corporate directors: balancing prudence with progress
Authors: Garratt Bob 
Published: January 2007

PurposeThis essay argues that many directors are never inducted and developed into their board directoral roles. By not understanding their legal roles and tasks as a director, as distinct from a manager, they can rarely extract themselves for long enough to become skilled at thinking strategically, assessing risks, and taking wise decisions for the future health of their companyDesign/methodology/approachThe paper draws on many years experience of working with boards. It advocates the use of the Learning Board model, the Thinking Intentions Profile psychometric, reading newspapers and journals systematically and getting out more, as ways of creating the conditions in which strategic thinking can be developed effectively.FindingsThree key conditions must be met before it is possible to achieve an effective board. First, agreement around the boardroom table that they will accept as essential board selection, induction, training and development, annual appraisal of the board and each director. Second, that the board chairman is fully committed to these, including his or her own 360 degree annual appraisal and is backed strongly by a truly independent company secretary or legal counsel. Third, that all directors have the same annual contract for services which spells out the time they need to devote to their crucial direction‐giving role.Originality/valueThis paper is of particular value to Boards in the UK, Europe and the USA and to senior executives.
A strategic response to Friedman's critique of business ethics
Authors: Gallagher Scott 
Published: January 2007

PurposeThis paper is designed to provide a practical response to the question of “why be ethical in business” framed around the classic critique of business ethics and corporate social responsibility penned by Milton Friedman.Design/methodology/approachThe primary method is logical reasoning along the following line: Social Environment – > Ethical Norms – > Legal (and especially future legal requirements or consequences). While Friedman argues that the key is to focus on current legal requirements this paper argues that strategic advantages are gained by being ethical and going beyond legal requirements since a firm insulates itself from changes that can result in new or even retroactive legal requirements.FindingsBased on its reasoning the paper argues that acting ethically can serve as a form of insurance or a “strategic shock absorber” for firms. Examples are cited.Practical implicationsThe problems of Enron and other firms have increased attention on the role of business ethics. However, since Enron appears to have engaged in illegal conduct, it does not serve as a strong example to be ethical, rather it reinforces the need to simply obey the law. This paper provides a motivation for ethical behavior encapsulated in a framework that managers are likely to already be familiar with based on strategic planning.Originality/valueWhile Friedman's critique is over 30 years old and there have been many responses to it, none have been as tightly integrated to extant strategy frameworks as the central argument of this paper.
Far from the blinking crowd
Authors: Marren Patrick 
Published: January 2007

PurposeTo provide the author's opinions about key issues in strategy and the future to the readership, in a humorous way.Design/methodology/approachOpinion column.FindingsReview of three recent books relevant to critical business issuesResearch limitations/implicationsSpeculative, and based not on rigorous research but on the author's experience of planning engagements across a wide variety of private and public enterprises.Practical implicationsAlerts readers to three good books.Originality/valueExpresses opinions that the author believes have not been expressed in quite this way before.
A health audit for corporate entrepreneurship: innovation at all levels: part I
Authors: Duane Ireland R. , Kuratko Donald F. , Morris Michael H. 
Published: January 2007

PurposeIdentifies issues to consider when designing a corporate entrepreneurship strategy, discuss the triggers of corporate entrepreneurship, and describe an internal work environment that supports corporate entrepreneurship.Design/methodology/approachBased on the extant literature, case studies, and the authors' experiences with a diverse mix of companies, the nature and importance of a corporate entrepreneurship strategy is described, together with insights into the internal and external factors that facilitate corporate entrepreneurship and a strategy used to support it.FindingsThe ability to foster high levels of entrepreneurial intensity and formulate effective corporate entrepreneurship strategy is associated with key elements of the organizational climate. Four major climate variables are assessed. Conclusions are drawn regarding the value an entrepreneurial mindset creates when used in established firms.Research implicationsRaises a number of questions regarding the role of strategic versus non‐strategic approaches to encouraging entrepreneurship and innovation in larger, established companies, as well as the relative importance of differing triggering events and various climate variables in influencing a successful corporate entrepreneurship strategy.Practical implicationsDemonstrates to managers how to strategically approach the concept of entrepreneurship within a larger organization, including how to design an internal work environment that is conducive to encouraging employees to act on their innate entrepreneurial potential.Originality/valueFulfills a missing gap in terms of how established firms can make entrepreneurship a core element of their approaches to strategic management and offers practical insights into some of the more vital factors that contribute to sustainable levels of entrepreneurship in established firms.
The logic of Chinese business strategy: East versus West: Part I
Authors: Haley Usha C.V. , Haley George T. 
Published: January 2007

PurposeDespite close to two decades of foreign direct investment in China, and the country's enormous market potential, most US and European multinational corporations have never made a profit in that country. The distribution of profits among multinationals also seems highly skewed. The latest survey on profitability showed that five US companies accounted for one‐third of equity profits among US‐based multinationals in China. This research proposes explanations for why multinationals fail in China and strategic solutions for profitable operations.Design/methodology/approachThrough in‐depth interviews with 29 CEOs and directors of major, profitable US and European multinationals, overseas Chinese companies and People's Republic of China companies, this paper proposes a model of strategic convergence for successful operations in China. The first part discusses cultural and cognitive differences between Westerners and Chinese that affect the strategies they choose. The second part proposes a strategic model of convergence, fusing the best of both Western and Chinese business practices, for strategic success in China.FindingsProfitable foreign multinationals in China appeared to modify their management practices on eight dimensions, often adopting traditional Chinese methods of strategic planning and evaluations of effectiveness, as well as relations with key stakeholders, especially the government. Yet, these multinationals continued to retain their Western norms and values in business dealings. Conversely, profitable Chinese companies that competed with these multinationals also modified their management practices in line with Western normsOriginality/valueThe study has implications for the management of foreign subsidiaries in China as well as the successful management of Chinese foreign direct investment in the US and Europe.
Critical tactics for implementing Porter's generic strategies
Authors: Akan Obasi , Allen Richard S. , Helms Marilyn M. , Spralls Samuel A. 
Published: January 2007

PurposeTo identify and cite examples of critical tactics for implementing Porter's generic strategies.Design/methodology/approachA survey of over 200 organizations was conducted to determine their relative use of tactics and organizational performance. Factor analysis and regression analyses were used to identify tactics that were strongly related to organizational performance. Examples of implementation are presented to illustrate use of the critical tactics.FindingsA list of ten tactics were identified as significantly related with the generic strategies and higher levels of organizational performance.Research limitations/implicationsAs is typical with survey research, the convenience sample of organizations used in this survey may or may not be representative of all organizations. Also, when using regression analysis it is important to keep in mind that correlation does not necessarily mean causation. Therefore we are not certain that the significant tactics caused the higher levels of organizational performance.Practical implicationsManagers will gain the knowledge of how to better tailor their strategy implementation to more effectively implement whatever generic strategy they attempt to use. Managers should pay particular attention to the critical tactics associated with their generic strategy.Originality/valueThis article is a practitioner‐oriented translation of an academic research study. The value of the current article is to share our findings with a more practitioner‐oriented community and present the implications of our findings to managers and decision‐makers in a less technical format.
Driving growth with new products: common pricing traps to avoid
Authors: Hogan John , Lucke Tom 
Published: January 2007

PurposeThe purpose of this article is to reveal several issues surrounding old style twentieth century pricing traps that need to be overcome in the twenty‐firt century global economy and expanding internet marketplace.Design/methodology/approachThe information on which this article is based derives from the authors' experience and expertise advising and supporting companies of all sizes over many years. There is further evidence from surveys done by a professional association.FindingsPricing is vital component to revenue and profit success and needs to be a functional lever for every company.Practical implicationsWhether introducing new products/services or upgrades to existing products/services, better revenue/profit margins can be accomplished by establishing a viable and value‐based pricing strategy.Original/valuePricing strategy is an essential element for doing business successfully in the global marketplace.
Related party transactions: too close for (shareholders') comfort
Authors: Dalton Catherine M. , Dalton Dan R. 
Published: January 2007

PurposeLooks at increasing number of related party transactions despite regulatory scrutiny.FindingsAlthough related party transactions per se are not illegal or underhanded, they have the potential to raise red flags more readily than other transactions.Practical implicationsProvides executives with information on related party transactions and how to avoid impropriety.Originality/valueOf particular value to CEOs and other board members
How managers generate ideas and why it matters
Authors: Vandenbosch Betty , Saatcioglu Argun 
Published: January 2007

PurposeThe purpose of the paper is to describe a study of the styles and patterns people use to recognize the need for ideas, and generate and evaluate them to determine if understanding those patterns can help executives improve creativity and innovation in their organizations. People generally assume that good ideas are the result of good management and bad management leads to a dearth of them. But it might not be that simple.Design/methodology/approachWe talked with 49 senior executives about their process for generating and implementing ideas. Their approaches to information, problem solving, and interacting with people both inside and outside their organizations determined the kinds of ideas they generate and consider.FindingsWe identified five distinct strategies or idea management types among the executives with whom we spoke: Incrementalists who take small steps and whose ideas are usually modest changes; Consensus builders who focus on agreement among stakeholders rather than ideas, per se; Searchers who combine information from diverse places and whose ideas result from unusual associations; Debaters who argue with themselves to develop ideas; and Assessors who are constantly revisiting their approaches and choices.Research limitations/implicationsWhile our research is limited by the small number of executives with which we interacted, it points to the implication that to develop organizations that foster creativity, it is important to understand the ways that people engage in idea generation and evaluation. It may be fruitful to focus on how people inquire about the world around them and to select people with behaviour patterns that fit with the requirements of the task at hand.Originality/valueShows that understanding idea management inclinations may improve organizational creativity and innovation, and performance of management in general.