Strategic positioning and grand strategies for high‐technology SMEs

O’Regan, Nicholas; Kling, Gerhard; Ghobadian, Abby; Perren, Lew

doi:10.1002/jsc.1904

Cited by 15 publications

(15 citation statements)

References 62 publications

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“…The four elements of a grand strategy matrix are generally considered as evaluative dimensions of competitive position and market and market growth. Businesses use this method to plan effective strategies (David et al 2009;Wheelen and Hunger, 2010;O'Regan et al, 2012. ).…”

Section: A Grand Strategy Matrix Is a Tool Used By Businesses To Devimentioning

confidence: 99%

A Development Strategy for Dairy Goat Farms in Bogor Regency - West Java

Cyrilla

Purwanto

Astuti

et al. 2016

J. Indonesian Trop. Anim. Agric.

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ABSTRAKPenelitian ini bertujuan untuk mengidentifikasi faktor-faktor yang terkait dengan peternakan kambing perah untuk selanjutnya merumuskan strategi pengembangan yang mampu mendukung agribisnis susu kambing khususnya untuk Kabupaten Bogor. Penelitian dilaksanakan di 3 (tiga) peternakan kambing perah yang ada di Kabupaten Bogor. Penentuan sampel peternak dilakukan secara purposive yaitu peternakan kambing perah rakyat skala menengah yang memiliki populasi kambing perah lebih dari 100 ekor dan telah berdiri lebih dari 10 tahun. Pengumpulan data dilakukan selama bulan Februari -Mei 2014. Disain yang digunakan dalam penelitian ini adalah penelitian deskriptif kualitatif dengan pendekatan cepat (rapid appraisal). Analisis data menggunakan Evaluasi Faktor Internal dan Evaluasi Faktor Eksternal, Matriks Strategic Position and Action Evaluation (SPACE) dan Matriks Grand strategy. Posisi strategis peternakan kambing perah di Kabupaten Bogor berada pada strategi agresif dalam SPACE matrix. Meskipun menghadapi berbagai ancaman, peternakan kambing perah di Kabupaten Bogor memiliki keunggulan sumberdaya. Analisis Grand Strategy Matrix menunjukkan peternakan kambing perah berada dalam posisi yang sangat bagus untuk memanfaatkan berbagai kekuatan internalnya untuk menarik keuntungan dari peluang-peluang eksternal, mengatasi kelemahan internal, dan menghindari beragam ancaman eksternal. Strategi terbaik yang berpeluang besar dipilih untuk peternakan kambing perah adalah penetrasi pasar dan pengembangan produk. Kata kunci: kambing perah, strategi pengembangan, faktor internal, faktor eksternal SPACE Matrix, Grand Strategy Matrix ABSTRACTThe objectives of present study were to formulate development strategies for dairy goat' farms that capable of supporting goat's milk agribusiness. Three medium scale dairy goat farms located in Bogor Regency which has population of more than 100 heads and has established more than 10 years were purposively selected for the study. Data were collected during February to May 2014. The design of this study was based on descriptive qualitative approach (rapid appraisal approach). Data were analized using internal factors evaluation (IFE) and external factors evaluation (EFE), strategic position and action evaluation (SPACE) matrix, and grand strategy matrix. It was revealed that dairy goat farms in Bogor Regency were located in quadrant I in SPACE matrix, which was on the aggressive strategy. Dairy goat farms have many resource advantages, despite facing various threats. The Grand Strategy Dairy Goat Farm Strategy (L. Cyrilla et al.) 161 Matrix analysis showed that dairy goat farms were in quadrant I. Dairy goat farms were in an excellent position to take advantage of the opportunities, overcome internal weaknesses and avoiding multiple external threats. The best strategies to be selected for dairy goat farms were market penetration and product development.

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Section: A Grand Strategy Matrix Is a Tool Used By Businesses To Devimentioning

confidence: 99%

A Development Strategy for Dairy Goat Farms in Bogor Regency - West Java

Cyrilla

Purwanto

Astuti

et al. 2016

J. Indonesian Trop. Anim. Agric.

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show abstract

“…For example, the corporate level strategy is concerned with domain selection or which industry sector(s) to compete in, whereas the business level strategy is concerned with the domain navigation which includes how to compete in a selected market segment. Functional-level strategies are derived from the business-level strategy and focus on the maximization of resource productivity (O'Regan, Kling, Ghobadian and Perren, 2012). In management, the concept of strategy is taken in broader terms.…”

Section: Concept Of Strategymentioning

confidence: 99%

“…According to Jauch and Glueck (2010), strategy is the unified, comprehensive and integrated plan that relates the strategic advantage of the firm to the challenges of the environment and is designed to ensure that basic objectives of the enterprise are achieved through proper implementation process. In general, corporate-level strategy is too aggregated to enable satisfactory understanding of strategic responses to environmental influence, while functional-level strategies rarely indicate a strategic response on their own (O'Regan et al, 2012). Most of the theory development on strategy framework assumed that it occurs in the for-profit sector.…”

Section: Concept Of Strategymentioning

confidence: 99%

“…(2) grand strategies -a grand strategy is defined as 'a comprehensive general plan of major actions through which a firm intends to achieve its long term objectives' and contend that this is supported by a 'coordinated and sustained strategic management effort' (Pearce, Robbins and Robinson, 1987). They are the overall drivers of strategic actions; however, it has been argued that using the concept of grand strategies requires caution as many firms may operate in more than one environment or indeed have different interpretations or perceptions of the environment (O'Regan et al, 2012). Grand strategies include mergers and acquisitions, diversification and strategic alliances among others.…”

Section: Strategic Responsesmentioning

confidence: 99%

“…Operational responses include: product or service, process, research and development, location, inventory management, quality, capacity and human resource responses (Ross, 2011). However, all firms, even in the same industry grouping, do not respond to operating environment in the same way (O'Regan et al, 2012). Indeed, with new universities having been established in the rural areas of Kenya which is a departure from the past, it remains to be established whether the universities adopt the same coping strategies.…”

Section: Operational Responsesmentioning

confidence: 99%

See 2 more Smart Citations

Coping Strategies Adopted by Public Universities in Kenya in Response to Environmental Changes

Mathooko¹,

Ogutu²

2014

JMS

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This study was undertaken to establish strategies adopted by public universities in Kenya in response to changes in the environment. The study design was descriptive and utilized a cross-sectional survey of all the public universities in Kenya through administration of a structured questionnaire to the top management team. Additional primary data were collected through observations and interviews. Secondary data were collected from published works and, universities and government documents in public domain in order to corroborate the data collected from the primary sources. Positive responses were received from 63 respondents out of 91, yielding a 69.4% response rate. The universities adopted Porter's generic competitive strategy model, of cost leadership, differentiation and focus to counter the challenges experienced, and in particular cost leadership and differentiation. The extent of adoption of differentiation strategy was significantly different (p<0.05) between the old and new universities and not among the three categories of public universities, that is, old, new and university colleges. Grand strategies adopted were diversification in related business, expansion and strategic alliances. The major operational strategies adopted included, management leadership in the formulation of response strategies, distributed leadership, benchmarking, and mounting of evening and weekend programmes. Some operational strategies adopted by some universities were, however, unethical and may compromise quality. The results indicate that the coping strategies adopted by public universities in Kenya in response to changes in the environment are more or less similar to those applied by corporate organizations among them, grand strategies and Porter's generic competitive strategy.

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Corporates' strategic responses to economic policy uncertainty in China

Mirza¹,

Ahsan

2019

Bus Strat Env

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Using a novel news-based index of economic policy uncertainty, this paper studies the impact of economic policy uncertainty on corporate strategic positioning and corporate risk in China from 2009 to 2015. The study also investigates the impact of corporate strategic positioning on corporate risk. The results show that corporate strategic positioning and economic policy uncertainty have a significant positive impact on corporate risk. The results also explain that economic policy uncertainty increases the market risk of the firms irrespective of their corporate strategy. However, it increases the business risk of prospector firms and decreases the business risk of defensive firms. The study may help the firms to formulate and improve their strategic positioning while considering economic policy uncertainty. Our results are robust to alternate proxies of economic policy uncertainty and corporate risk.

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Strategic positioning and grand strategies for high‐technology SMEs

Cited by 15 publications

References 62 publications

A Development Strategy for Dairy Goat Farms in Bogor Regency - West Java

A Development Strategy for Dairy Goat Farms in Bogor Regency - West Java

Coping Strategies Adopted by Public Universities in Kenya in Response to Environmental Changes

Corporates' strategic responses to economic policy uncertainty in China

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