Strategic Awareness, Personal Commitment and the Process of Planning in the Small Business

Gibb, Allan; Scott, Mike

doi:10.1111/j.1467-6486.1985.tb00014.x

Cited by 196 publications

(140 citation statements)

References 11 publications

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“…In order to achieve this aim, a multi-skilled research team of high competence in conducting assistance support-based research (Gibb and Scott, 1985) was built. Hence, the authors of this article possess theoretical knowledge in strategy and innovation work within SMEs, and practical knowledge of HK in large companies, as well as lean management in SMEs.…”

Section: Methodsmentioning

confidence: 99%

“…Moreover, with the repetition of the process, a behavioral routine will be established in the top management group. Fourthly, as engaging issues are analyzed, discussed, and reflected upon within the pDCA technique, it will render the accumulation of additional facts, and the development of an increasing group-based strategic awareness (Gibb and Scott, 1985). The addition of facts and strategic awareness gradually enhance the development of a PDCA based HK strategic management system (Step B in Figure 1).…”

Section: A Revised Model For the Implementation Of Hoshin Kanri In Smesmentioning

confidence: 99%

“…Building on Scott and Gibb's (1985) concept of strategic awareness, there are the aims to develop a group based strategic awareness. In order to enhance the construction of such group based awareness, three types of collective knowledge need to be developed (cf.…”

Section: A Revised Model For the Implementation Of Hoshin Kanri In Smesmentioning

confidence: 99%

“…This intervention approach is rather common (Assarlind et al, 2013). However, what is not so common is the research integration into the intervention process, hereon labeled as assistance support-based research (Gibb and Scott, 1985).…”

Section: Introductionmentioning

confidence: 99%

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Introducing the Hoshin Kanri strategic management system in manufacturing SMEs

Melander

Löfving

Andersson³

et al. 2016

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Purpose The purpose of this paper is to explore the basic principles and introduction of the Hoshin Kanri (HK) strategic management system, as related to the management practices in manufacturing small- and medium-sized enterprises (SMEs). Design/methodology/approach This paper reports the findings from the introduction of HK to four manufacturing SMEs by following an assistance support-based research approach where teams of coaches and researchers observed and learned from the introduction phase. The overall design of the project is theory building and learning oriented. Findings It is suggested that the successful introduction of a strategic management system in manufacturing SMEs has to balance the inherent level of formalization therein, with the individual company’s management practices. Based on HK as the strategic management system, pDCA is proposed as an alternative approach to the introduction, matching differences in management practices. Research limitations/implications The explorative nature of this research provides room for subsequent studies by elaborating the knowledge on the introduction of strategic management systems in SMEs. Practical implications Awareness of the existing managerial practices is essential when introducing a new strategic management system in manufacturing SMEs. Such awareness is the starting point of customizing the introduction, so that proper levels of engagement and flexibility can be balanced with increasing systematic formalization, and optimized adequacy. Originality/value Following an assistance support-based research approach the result of this research project is summarized in the iterative pDCA model emphasizing engagement and flexibility when incrementally introducing strategic management systems in SMEs. This model addresses a hitherto under-researched topic in strategic management.

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Section: Methodsmentioning

confidence: 99%

Section: A Revised Model For the Implementation Of Hoshin Kanri In Smesmentioning

confidence: 99%

Section: A Revised Model For the Implementation Of Hoshin Kanri In Smesmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

See 2 more Smart Citations

Introducing the Hoshin Kanri strategic management system in manufacturing SMEs

Melander

Löfving

Andersson³

et al. 2016

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“…A review of extant literature and the studies of Carter, Gartner and Reynolds (1996), Gibb and Scott (1985), Harris and Ogbonna (2006) and Hunt and Handler (1999) lead to the suggestion that there are four key characteristics of management which are related to the initiation of planning. The first important factor centers on the extent to which management possesses relevant and applicable planning skills.…”

Section: Latent Abilities Of the Entrepreneursmentioning

confidence: 99%

Strategic Planning and Reality of External Environment of Organizations in Contemporary Business Environments

Khan¹,

Khalique²

2014

BMS

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Strategic planning plays an important and key role in the success and survival of all kinds of business organizations. More specifically in the small and medium enterprises which are considered as the back bone of any economy in the present world. Though in current complex world the strategic planning is essential for any organization success in business arenas but the research from the perspective of constituent components of strategic planning is just at the starting point today. Similarly the research from strategic planning perspective in developing countries is very limited. Thus the literature of strategic planning at present is demanding more empirical studies to be conducted and more specifically in the context of small and medium enterprises of developing countries.

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