A typology of strategy tool applications

Abstract

Purpose: To improve the success rate and quality of outcome when strategy tools are used in practical situations. Methodology/approach: Draws on post-experience teaching and uses conceptual reasoning to propose a typology of tool applications. Findings: The paper finds that strategy tools need to be used differently according to the problem needs, and hence proposes five generic modes of tool application. These draw on seven dimensions to codify the functions and cognitive characteristics in a given tool application. Research limitations/implications:The modes of application are conceptually rather than empirically derived. The paper provides conceptual background that could be used in muchneeded empirical work on tool use in the strategy activity. Practical implications: The typology could be used in teaching or facilitation to encourage and help with the design of tool adaptations that are coherent and well adapted to the situation. It provides a means for prior reflection on tool choice and application that could help reduce detrimental framing effects. Originality/value: The paper highlights the centrality of user adaptation of tools and begins to codify the effects of tool enactment. It moves debate from the tools themselves to the application of tools, which has seldom been addressed in a systematic fashion. For practitioners it provides explicit guidance on the tool adaptation process. Paper type: Research paper Keywords: Strategy tool, strategy activity, strategy as practice, typology, framing, cognitive bias. IntroductionThis paper addresses the application of tools that guide strategic thinking, strategic decisionmaking and strategy implementation. Taking a strategy-as-practice perspective (Whittington 1996; Johnson, Melin and Whittington 2003), it is concerned with how managers use these tools as they undertake strategy activity. The term 'strategy tool' is used here to encompass the full range of concepts, ideas, techniques and approaches that structure or influence this activity. It centres on achieving constructive outcomes from tool use rather than on the validity of tool content. Examples of strategy tools within the scope of the paper are portfolio analysis models, core competence and resource-based approaches, hypercompetition, business process re-engineering, competitive analysis, the balanced scorecard, and lean manufacturing. These are defined here as 'strategy tools' because of their potential to influence the practice of strategy; they do not necessarily feature in conventional strategy textbooks. Where a term refers to a problem area, need or trend, it is not a tool and lies outside the scope of the paper.

Otel İşletmelerinde Kurumsallaşma Düzeyinin Stratejik Yönetim Araçlarının Kullanımı Üzerindeki Etkisi: Ankara Örneği (The Effect of Level of Institutionalization on the Usage of Strategic Management Tools at Tourism Management: Case of Ankara)

“…Knott (2006) Stratejik yönetim aracı stratejik düşünmeyi, stratejik karar almayı ve stratejinin uygulanmasını oluşturan ve stratejiyi etkileyen kavramlar, fikirler, teknikler ve yaklaşımlar bütünüdür. Stratejik yönetim aracı stratejik yönetim eylemini yapılandırmada bir başlangıç noktası ve stratejik düşünmeye yönelten bir rehberdir.…”

“…Gunn ve Williams (2007) Stratejik yönetim aracı stratejik karar vermede karmaşık bir durumun tespit edilmesi ve basitleştirilmesinde kullanılan sistemli yaklaşımlar ve teknikler bütünüdür. Stratejik yönetim aracı kavramı aracın içeriğinin geçerliliğinden ziyade, aracın kullanımından doğan sonuçların elde edilmesiyle stratejik eylemlerin ve yapıların gerçekleştirilmesini sağlayan bütün tekniklerin, fikirlerin, kavramların ve yaklaşımların bir araya getirilmesidir (Knott, 2006). Diğer bir ifade ile stratejik yönetim araçlarının başarısı sonuçları neticesinde önemlidir.…”

Entre o planejamento estratégico formal e informal: um estudo de caso exploratório sobre a prática de estratégia nas organizações

“…Esse recorte foi feito tendo em vista: (a) a crescente relevância de estudos sobre ferramentas de estratégia na comunidade acadêmica internacional (Knott, 2006;Jarzabkowski & Wilson, 2006); (b) a escassez de estudos empíricos sobre como as empresas organizam e realizam o planejamento estratégico (Grant, 2003) e, por outro lado; (c) a importância e o amplo uso desta ferramenta, algo evidenciado em pesquisas longitudinais em escala mundial, que o apontam como a prática mais utilizada pelas empresas (Rigby & Bilodeau, 2007).…”

The Concept of Competitive Advantages. Logic, Sources and Durability

“…This category should be treated widely, and the basis for qualifying to its collection is always a feature of their potential influence on each stage for the strategic management process (Cegliński, 2016a) (for definitions please see: Clark, 1997;Stenfors et al, 2004;Knott, 2006;Cegliński, 2016a). But on the other hand, traditional tools, such as Porter's Five Forces or the market share-growth are less and less able to meet the demands of executives because of complexity and uncertainty of modern business environment (Schwenker and Wulf, 2013).…”