Strategic Diagnosis

Ansoff, H. Igor; Kipley, Daniel; Lewis, A. O.; Helm-Stevens, Roxanne; Ansoff, Rick

doi:10.1007/978-3-319-99599-1_6

Cited by 5 publications

(5 citation statements)

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“…The typologies of organizational culture are based on different foundations. There are typologies formulated in relation to organizational structure (e.g., Handy, 1993; Harrison, 1972; Trompenaars, 1993), environmental influence, and organizational response to the environment (e.g., Ansoff et al, 2018; Deal & Kennedy, 1982; Miles & Snow, 1978), the stage of organizational development (e.g., Bridges, 1992), organizational behavior in the marketplace (Bridges, 1992; Hall, 1995), and in the behavior of employees toward each other and toward their organization (Goffee & Jones, 1998). One can also mention the compass model by Hall (1995), the Organizational Character Index (OCI) by Bridges (1992), or the “double S cube” by Goffee and Jones (1998).…”

Section: Theoretical Background and Hypotheses Developmentmentioning

confidence: 99%

Are the Values of Family Members Consistent With the Organizational Culture of Their Business?

Mikušová,

Friedrich,

Poláková

et al. 2024

Sage Open

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In family businesses, as in other organizations, an informal organizational culture is formed. The purpose of the research was to determine if there is a relationship between intra-family relationship and the type of organizational culture. Quantitative research has been conducted. The OCAI questionnaire was used as well as a set of questions from the authors who called it the Family Involvement Model. Data were obtained from 860 respondents, family business owners. Key findings that the values of family members are not consistent with the organizational culture in their business have been statistically confirmed. Only the hypothesis of the consistency of family values and clan organizational culture was confirmed. The study contributes to the study of family involvement in family business. Practical implications for family business owners can be seen in the building of positive influence on the creation of the organizational culture in their business. The study addresses the nature of organizational culture and the values of the family what is the originality of the research.

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Section: Theoretical Background and Hypotheses Developmentmentioning

confidence: 99%

Are the Values of Family Members Consistent With the Organizational Culture of Their Business?

Mikušová,

Friedrich,

Poláková

et al. 2024

Sage Open

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“…When assessing R&D projects against corporate strategy, none of the mentioned research offers any semantic guide to decision-makers to decide if a single project lies in the innovative aspect of corporate strategy. Ansoff et al. (2019) tried to fill this gap by applying the “strategic posture” concept to manage R&D projects.…”

Section: Literature Reviewmentioning

confidence: 99%

A new strategic approach for R&D project portfolio selection using efficiency-uncertainty maps

Namazi

Tavana

Mohammadi

et al. 2023

BIJ

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PurposeNew business practices and the globalization of markets force firms to take innovation as the fundamental pillar of their competitive strategy. Research and Development (R&D) plays a vital role in innovation. As technology advances and product life cycles become shorter, firms rely on R&D as a strategy to invigorate innovation. R&D project portfolio selection is a complex and challenging task. Despite the management's efforts to implement the best project portfolio selection practices, many projects continue to fail or miss their target. The problem is that selecting R&D projects requires a deep understanding of strategic vision and technical capabilities. However, many decision-makers lack technological insight or strategic vision. This article aims to provide a method to capitalize on the expertise of R&D professionals to assist managers in making informed and effective decisions. It also provides a framework for aligning the portfolio of R&D projects with the organizational vision and mission.Design/methodology/approachThis article proposes a new strategic approach for R&D project portfolio selection using efficiency-uncertainty maps.FindingsThe proposed strategy plane helps decision-makers align R&D project portfolios with their strategies to combine a strategic view and numerical analysis in this research. The proposed strategy plane consists of four areas: Exploitation Zone, Challenge Zone, Desperation Zone and Discretion Zone. Mapping the project into this strategic plane would help decision-makers align their project portfolio according to the corporate perspectives.Originality/valueThe new approach combines the efficiency and uncertainty dimensions in portfolio selection into an integrated framework that: (i) provides a complete representation of the stochastic decision-making processes, (ii) models the endogenous uncertainty inherent in the project selection process and (iii) proposes a computationally practical and visually unique solution procedure for classifying desirable and undesirable R&D projects.

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“…Strategic management can be defined as the process of making decisions and implementing actions within an organization to achieve a long-term competitive advantage over other organizations (Porter, 1996; Powell, 2001). It refers to the implementation of a strategic plan that is designed to achieve long-term goals, and the allocation of the necessary resources to meet these goals (Ansoff et al ., 2019; Camy and Robinson, 2007). But this strategic plan must first be developed.…”

Section: Literature Reviewmentioning

confidence: 99%

Strategy development in times of crisis – How the European National Olympic Committees are mastering the corona crisis

Schu,

Preuss

2023

SBM

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PurposeThis research aims to focus on the strategic management by National Olympic Committees (NOCs) during the COVID-19 crisis. The authors investigate “How are strategies being developed within European NOCs to tackle the impact of the corona crisis?” and “which measures have proven to be particularly helpful?”Design/methodology/approachThe research uses a sequential exploratory mixed-methods approach. Five high-level representatives of European NOCs were interviewed using expert interviews to gain insights into their strategy development process. The interviews were analyzed using qualitative content analysis, and a questionnaire was developed based on the results. Nineteen other European NOCs were surveyed using this questionnaire to verify the strategy development process steps on a larger sample.FindingsThe research resulted in a six-step NOC strategy development process framework, with helpful measures for each step. It can help the organizations to better cope with current or upcoming crises.Originality/valueThis framework can serve as a guide for NOCs to find the right steps and measures to better perform in crisis situations.

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Strategic Diagnosis

Cited by 5 publications

References 0 publications

Are the Values of Family Members Consistent With the Organizational Culture of Their Business?

Are the Values of Family Members Consistent With the Organizational Culture of Their Business?

A new strategic approach for R&D project portfolio selection using efficiency-uncertainty maps

Strategy development in times of crisis – How the European National Olympic Committees are mastering the corona crisis

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