Rise and Fall - or Transformation?

Ocasio, William; Joseph, John

doi:10.1016/j.lrp.2008.02.010

Cited by 112 publications

(21 citation statements)

References 15 publications

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“…At the basic level of technique, the 2009 Bain survey of leading firms internationally found that strategic planning was still the second most widely used management tool, and the one with the highest user satisfaction (Rigby and Bilodeau, 2009). More directly concerning the fate of professional strategists, Ocasio and Joseph's (2008) historical study of General Electric contradicts the popular view of the company as having led some general retreat from strategic planning: instead, there has been significant continuity in the company's practices from the 1970s through to the 2000s, including the survival of a central planning function, albeit with changing names. Breene, Nunes and Shill (2007) report a surge of appointments of Chief Strategy Officers.…”

Section: The Profession Of Strategymentioning

confidence: 99%

“…To take a prominent public sector example, in 2010 the new British Prime Minister, David Cameron, not only changed his Strategy Director but disbanded the previous government's Strategy Unit, splitting the staff with the bulk going to a ‘Policy Unit’ ( Financial Times , 2010). The changes at General Electric under the incoming Jack Welch can be interpreted similarly: following Ocasio and Joseph (2008), Welch's restructuring of strategic planning was more a change of personal style than a fundamental abandonment of strategic planning in itself. In short, strategy is structurally precarious precisely because of two of its defining characteristics: its orientation to the long term and its proximity to shifting centres of power.…”

Section: The Profession Of Strategymentioning

confidence: 99%

See 1 more Smart Citation

Opening Strategy: Evolution of a Precarious Profession

Whittington¹,

Cailluet²,

Yakis‐Douglas³

2011

British J of Management

334

490

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International audienceThis paper takes the long view on the development of strategy as a profession, from the 1950s to today. We identify strategy as a structurally precarious profession, subject to cyclical demand and shifts in organizational power. This precariousness has increased with the secular shift towards more open forms of strategy-making, with more transparency inside and outside organizations and more inclusion of different actors internally and externally. We analyse four forces - organizational, societal, cultural and technological - driving the evolution of strategy as a profession and discuss implications for the future of strategy work, for effective strategies, for strategy's professional bodies and for strategy researc

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Section: The Profession Of Strategymentioning

confidence: 99%

Section: The Profession Of Strategymentioning

confidence: 99%

Opening Strategy: Evolution of a Precarious Profession

Whittington¹,

Cailluet²,

Yakis‐Douglas³

2011

British J of Management

334

490

View full text Add to dashboard Cite

show abstract

“…Strategy formulation practices, annual planning, reporting and forms of participation were established at the beginning and continued over different phases of the evolution of strategy practice. Ocasio and Joseph (2008) describe formalization—which is reflected in efforts to create formal structures and define a chain of command for formulation, implementation and control (Ocasio and Joseph, 2008; Wolf and Floyd, 2017)—as a distinctive characteristic of strategic planning. This provides structural legitimacy and commonly shared and approved ways of doing strategy (Jarzabkowski, 2005) and the past is carried into the future in the routines and structures which persist over time.…”

Section: Discussion—the Meaning Of the Past For Learning In Strategy ...mentioning

confidence: 99%

“…Strategic planning is a widely used strategy practice that involves a range of activities (Begkos et al. , 2020; Langley and Lusiani, 2015) used to decide and formulate the strategic direction of an organization (Langley and Lusiani, 2015; Ocasio and Joseph, 2008). The resulting strategic plan is implemented and evaluated in practice.…”

Section: Theoretical Backgroundmentioning

confidence: 99%

Reflecting on the past—a key to facilitating learning in strategy practice?

Korin

Seeck

Liikamaa

2022

JSMA

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PurposeThe literature on the past triggering learning in strategy practice is scant. To fill this gap, this study aims to examine the meaning of the past to learning in strategy practice and expands on the strategy-as-practice (SAP) literature. Understanding the relationship between the past and learning in strategy practice is important because learning is what keeps strategy practice in motion and remains in place, even if organizations and strategy practitioners change.Design/methodology/approachThe authors used a longitudinal case study design combined with historical methods to examine how the past is embedded in present strategy practice. To capture learning in strategy practice over time, the authors applied a four-stage methodology in our analysis of document and interview data.FindingsThe authors identified four dimensions of the past embedded in the present strategy practice. These dimensions emerged from the analysis of the interviews and document data. The study’s results showed that the past appears in structures and routines, materiality, positioning and reflecting over repeated rounds of strategic planning. According to the study’s results, reflecting on strategy practice draws on past structures and routines, positioning and materiality. The past facilitates reflecting and reflecting on the past enables learning in strategy practice.Originality/valueThe authors constructed a conceptual model and showed that in strategy practice, reflection triggers learning. The authors contributed to theory development by demonstrating how the past is embedded in present strategy practice and is available for use by strategy practitioners. The authors showed that strategy practice is a continuous learning process.

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“…/mar. 2017 métodos podem ser utilizados no desenvolvimento da estratégia (LISIŃSKI; SARUCKIJ, 2006;OCASIO;JOSEPH, 2008). O Planejamento Estratégico passou então a ser foco de atenção da alta administração das empresas, sendo este, "medidas positivas que uma empresa poderá tomar para enfrentar ameaças e aproveitar as oportunidades encontradas em seu ambiente" (ALDAY, 2000, p. 10).…”

Section: Administração Estratégicaunclassified

Produção Científica Internacional Em Planejamento Estratégico No Período De 2004 a 2014

Berchin

Ribeiro

Sarquis

et al. 2016

R. gest. sust. ambient.

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RESUMOO presente artigo tem por objetivo analisar o estado da arte da produção científica internacional sobre planejamento estratégico no período de 2004 a 2014. Para isso, um procedimento metodológico bibliométrico foi adotado para o desenvolvimento da pesquisa, baseado em periódicos científicos internacionais presentes nas bases de dados: Science Direct, Scopus e EBSCO. Como resultado, 31 artigos foram identificados e revelaram que os temas mais abordados entre eles são: planejamento estratégico, desempenho e organização. PALAVRAS-CHAVE:Planejamento estratégico. Organização. Estratégia.Bioblimétrico. planejamento estratégico, desempenho e organização. PALAVRAS-CHAVE:Planejamento estratégico.

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Rise and Fall - or Transformation?

Cited by 112 publications

References 15 publications

Opening Strategy: Evolution of a Precarious Profession

Opening Strategy: Evolution of a Precarious Profession

Reflecting on the past—a key to facilitating learning in strategy practice?

Produção Científica Internacional Em Planejamento Estratégico No Período De 2004 a 2014

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