The structure and evolution of the strategic management field: A content analysis of 26 years of strategic management research

Title: The structure and evolution of the strategic management field: A content analysis of 26 years of strategic management research

Title: The structure and evolution of the strategic management field: A content analysis of 26 years of strategic management research

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Authors: Furrer, Olivier., Thomas, Howard., Goussevskaia, Anna.
Subject: Strategic Management
Publish: 2008
Status: full text
Source: International Journal of Management Reviews; Mar2008, Vol. 10 Issue 1, p1-23
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Abstract: This paper analyses 26 years of strategic management research published in Academy of Management Journal, Academy of Management Review, Administrative Science Quarterly and Strategic Management Journal. Through a content analysis, it studies the relationships between the subfields of strategic management. A multiple correspondence analysis provides a map of keywords and authors, and a framework to track this literature over the 26-year period. A discussion of future pathways in the strategic management literature is also provided

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Defining strategic ive: A methodology suited for public organizations

Title: Defining strategic ive: A methodology suited for public organizations

Title: Defining strategic ive: A methodology suited for public organizations

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Authors: Alogan, Güldal Büyükdamgaci1., Yeti?, Nüket
Subject: Strategic Management
Publish: 2006
Status: full text
Source: Total Quality Management & Business Excellence; Jul 2006, Vol. 17 Issue 6, p669-684
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Abstract: In order to manage public organizations strategically, both the strategic management and the total quality management theory indicates a limited number of "strategic ives or goals" to be defined. These ives, which have to be specific but qualitative statements of commitment, constitute the vital foundation for defining strategic targets, hence for action plans, resource allocation plans, and budget preparation. However, defining strategic ives through ad hoc processes usually do not result in an effective set of statements. Through our training and consulting experience, gained in the midst of a wide and strong wave of re-shaping of public institutions in our country, we have come to develop a structured process for defining strategic ives. In this paper, we first review the strategic management literature in general, and with regard to methods for defining "the right" strategic ives. We then introduce a workable process that is participatory, creativity enhancing, and consensus building.
KEY WORDS: Continuous quality improvement, public organizations, strategic management, strategic ives

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Differences Between Resources and Strategy in Strategic Management: An Experimental Investigation

Title: Differences Between Resources and Strategy in Strategic Management: An Experimental Investigation

Title: Differences Between Resources and Strategy in Strategic Management: An Experimental Investigation

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Authors: Oladunjoye, G. Titi., Onyeaso, Godwin
Subject: Strategic Management
Publish: 2007
Status: full text
Source: International Journal of Management; Sep 2007, Vol. 24 Issue 3, p592-604
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Abstract: According to Jay Barney, resources and capabilities are the core of the resource-based view (RB V) of strategic management. However, the difference between resources and capabilities remains controversial among strategic management scholars. This study uses a classroom experiment to test for the difference between resources and capabilities to students. In a nutshell, the results of the experiment suggest that: (a) resources and capabilities are different constructs, (b) inter-group (inter-organizational) differences in capabilities is the major determinant of inter-group (inter-organizational) difference in performance, and (c) active participation of students in classroom experiments is a teaching tool that enhances students" knowledge of key strategic management constructs such as resources and capabilities. These findings suggest that strategic management professors should use classroom experiments as separate or complementary teaching tools to enhance students" knowledge of strategic management concepts

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Modern Strategic Management: Balancing Strategic Thinking and Strategic Planning for Internal and External Stakeholders

Title: Modern Strategic Management: Balancing Strategic Thinking and Strategic Planning for Internal and External Stakeholders

Title: Modern Strategic Management: Balancing Strategic Thinking and Strategic Planning for Internal and External Stakeholders

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Authors: O"Shannassy, Tim
Subject: Strategic Management
Publish: 2003
Status: full text
Source: Singapore Management Review; 2003 1st Half, Vol. 25 Issue 1, p53
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Abstract: The later years of the 20th century were spent searching for new strategy paradigms as managers and researchers sought to resolve the intricacies of customising strategy process and content to context. In particular. this paper builds on a popular view in the strategy literature that all individuals in the organisation can think strategically, not just the CEO. In the modern organisation, all staff are encouraged to demonstrate autonomy and responsibility combining thought, and analysis, and action. In this context the paper goes on to explain the interaction of internal and external stakeholders in the organisation from the board of directors down to line management in an evolved or sophisticated strategy process. Contemporary definitions of strategic thinking, strategic planning. and strategic management are developed

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Strategic management tools and public sector managemen

Title: Strategic management tools and public sector managemen

Title: Strategic management tools and public sector managemen

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Authors: Williams, Wil., Lewis, Duncan
Subject: Strategic Management
Publish: 2008
Status: full text
Source: Public Management Review; Sep2008, Vol. 10 Issue 5, p653-671
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Abstract: This article highlights the applicability and effectiveness of two well established strategic management tools, value chain and stakeholder analyses, in the context of seven public sector strategic consultancy projects. The article provides a strong justification for the use of both models, when used independently, but particularly in conjunction, as powerful strategic analytical frameworks that can significantly encourage and illuminate strategic discourses in public sector organizations. The article establishes that strategic tools such as value chain analysis, when applied in the public sector context, require significant adaptation to maximize their contribution to understanding a given situation. This study proposes that the strategic analysis of relationships that build or contribute to concepts of organizational value are of limited importance if the complex web of interdependent relationships themselves are not clearly demonstrated. This work therefore makes a clear case for applying two strategic models, value chain analysis and stakeholder analysis, in an analogous way to demonstrate how strategic understanding in the public sector is enhanced as a result of such symbiosis

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Survey of Recent Developments in Strategic Management: Implications for Practitioners

Title: Survey of Recent Developments in Strategic Management: Implications for Practitioners

Title: Survey of Recent Developments in Strategic Management: Implications for Practitioners

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Authors: Kukalis, Sal
Subject: Strategic Management
Publish: 2009
Status: full text
Source: nternational Journal of Management; Apr2009, Vol. 26 Issue 1, p99-106
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Abstract: his paper is a survey of recent developments in the field of strategic management. Specifically, this paper argues that recent political, economic, and social changes, among other things, have had relatively little impact on operations in organizations, but have made a big difference to the planning and strategic aspects of management. The analysis and synthesis of the recent developments in strategic management developed in this paper argues that strategic management is entering "a new era" in which (1) stakeholders interests are more important than before and (2) there is a greater concern for social responsibility than ever before. According to the analysis, these features of the new era are deep and pervasive trends that are much more than just responses to recent events such as corporate scandals

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Stealth Marketing: HOW TO REACH CONSUMERS SURREPTITIOUSLY

Title: Stealth Marketing: HOW TO REACH CONSUMERS SURREPTITIOUSLY

Title: Stealth Marketing: HOW TO REACH CONSUMERS SURREPTITIOUSLY

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Authors: Kaikati, Andrew M. ([e-mail]), Kaikati, Jack G. ([e-mail])
Subject: Marketing & CRM
Publish: 2004
Status: full text
Source: California Management Review; Summer2004, Vol. 46 Issue 4, p6-22
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Abstract: The article discusses stealth marketing methods used by companies to reach consumers without their motives being obvious. It is noted that word of mouth and peer group recommendation are the most effective promotional and marketing tools. The ive of creating "buzz" for a new product or service is to perpetuate an environment where consumers carry the message along to others. Stealth marketing techniques are being driven by a growing criticism of the advertising industry. Guerrilla marketing techniques include viral marketing, brand pushers, celebrity marketing, bait-and-tease marketing, and marketing in popular music. The author feels that brand managers need to consider the strengths and weaknesses of stealth marketing and traditional marketing before they decide on either

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Marketing Performance Measurement Ability and Firm Performance

Title: Marketing Performance Measurement Ability and Firm Performance

Title: Marketing Performance Measurement Ability and Firm Performance

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Authors: O"Sullivan, Don., Abela, Andrew V
Subject: Marketing & CRM
Publish: 2007
Status: full text
Source: Journal of Marketing; Apr2007, Vol. 71 Issue 2, p79-93
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Abstract: Marketing practitioners are under increasing pressure to demonstrate their contribution to firm performance. It has been widely argued that an inability to account for marketing"s contribution has undermined its standing within the firm. To respond to this pressure, marketers are investing in the development of performance measurement abilities, but to date, there have been no empirical studies of whether the ability to measure marketing performance has any actual effect on either firm performance or marketing"s stature. In this study of senior marketing managers in high-technology firms, the authors examine the effect of ability to measure marketing performance on firm performance, using both primary data collected from senior marketers and secondary data on firm profitability and stock returns. They also explore the effect of ability to measure marketing on marketing"s stature within the firm, which is operationalized as chief executive officer satisfaction with marketing. The empirical results indicate that the ability to measure marketing performance has a significant impact on firm performance, profitability, stock returns, and marketing"s stature within the firm

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The Past, Present and Future of Relationship Marketing

Title: The Past, Present and Future of Relationship Marketing

Title: The Past, Present and Future of Relationship Marketing

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Authors: Harker, Michael John ([e-mail]), Egan, John ([e-mail]

Subject: Marketing & CRM
Publish: 2006
Status: full text
Source: Journal of Marketing Management; Feb2006, Vol. 22 Issue 1/2, p215-242
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Abstract: the light of the redefinition of "marketing" by the AMA in service/relational terms, and a recent review of the current vector of research in marketing (Littler and Tynan 2005), it seems an appropriate time to provide a substantial review of the past, present and likely future of what has become known as Relationship Marketing, together with an extensive list of key RM literature. This paper will take a reader through the origin, development and current state of RM research, with notes on the future of the research and practice of RM. The paper concludes that RM is here to stay, whether or not it is recognised as the dominant logic/paradigm of marketing.
Keywords: Relationship Marketing, paradigm

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Key Marketing Performance Measures

Title: Key Marketing Performance Measures

Title: Key Marketing Performance Measures

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.Authors: Gr?nholdt, Lars ([e-mail]), Martensen, Anne
Subject: Marketing & CRM
Publish: 2006
Status: full text
Source: Marketing Review; Fall2006, Vol. 6 Issue 3, p243-252
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Abstract: Marketers are understandably preoccupied with measuring marketing performance. However, among the many possible marketing performance measures available, which few should be chosen? On the one hand, the key measures must be simple enough to be usable and on the other hand they must be comprehensive enough to assess the marketing performance. This paper presents an annotated literature review that provides the foundation for the development of a list of the most valuable marketing performance measures. These performance measures are selected on the basis of a number of criteria, for instance the measures need to occur frequently in literature, they must be valuable to most companies as well as they must have predictive power. The performance measures are systematised on the basis of the Marketing Value Chain, which is a conceptual framework linking marketing actions to financial results. Finally, the implications for marketing practice and future research are discussed.
Keywords: Marketing performance, performance measures, marketing value chain

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