Strategy making: the approach matters

Pretorius, Marius; Maritz, Rachel

doi:10.1108/02756661111150945

Cited by 11 publications

(20 citation statements)

References 4 publications

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“…Both approaches are highly formalized, making use of established analytical tools and techniques to assess the external environment and devise a rational strategic plan (Mintzberg et al, 1998). Moreover, both the deliberate and positioning approaches assume that the external environment is rather static or, in the best circumstances, changes slowly and at only a few dimensions at the time (Pretorius and Maritz, 2011). This was in fact basically true when the theories that underlie this approach were first elaborated.…”

Section: Emergent Strategy Makingmentioning

confidence: 98%

“…Most of the contributions in this regard can be traced back to the emergent approach to strategy making (Pretorius and Maritz, 2011). Moreover, the impact of ICT in business, particularly with the Internet diffusion of the early 90s, brought to light a new theme in strategic management that is highly relevant to emergent strategy making: the concept of business model.…”

Section: Theoretical Backgroundmentioning

confidence: 99%

“…By studying actions and decisions of firms profoundly affected by contexts of turbulent technologic and market change, insights on strategy-making mechanisms can be formed (Pretorius and Maritz, 2011). In particular, it is possible to study the relationship between the sources of disruptive change and their potential strategic implications by means of the business model dimensions affected.…”

Section: Introductionmentioning

confidence: 99%

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Strategy and business model design in dynamic telecommunications industries: A study on Italian mobile network operators

Ghezzi

Cortimiglia

Frank

2015

Technological Forecasting and Social Change

114

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The mobile telecommunications industry is highly dynamic. Strategic, marketing and technological disruptive changes are the norm in this industry. In such a context, strategy formulation and implementation is a challenge for mobile network operators (MNOs). The aim of this study is to propose an interpretative framework to support MNO's strategic decision making in a dynamic competitive context characterized by disruptive changes in technology and business dimensions. The proposed framework was applied in an explorative multiple case study conducted on the four MNOs operating in Italy. Data collection involved semi-structured interviews with seven top and middle managers of each company. The application illustrates how the proposed framework allowed the identification of drivers for potentially disruptive change and their implications on Italian MNOs' business models. The research also highlights the main strategic routes that Italian MNOs have at their disposal to face the turbulent competitive times. Although the specific issues reported relate to the Italian context, it can be argued that they are reasonably representative of most Western markets.

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Section: Emergent Strategy Makingmentioning

confidence: 98%

Section: Theoretical Backgroundmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

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Strategy and business model design in dynamic telecommunications industries: A study on Italian mobile network operators

Ghezzi

Cortimiglia

Frank

2015

Technological Forecasting and Social Change

114

View full text Add to dashboard Cite

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“…Where the emergent strategy relies more on current contextual competitive intelligence to evolve, the deliberate strategy uses competitive intelligence in a neat, logical process of strategic exploration (Brews & Hunt 1999;Mintzberg 1994;Pretorius & Maritz 2011). In Figure 1, the emergent process is depicted below and the influence of evolving strategies on every step of the deliberate process is indicated by arrows.…”

Section: Figurementioning

confidence: 99%

The practice turn within strategy: Competitive intelligence as integrating practice

Maritz

Toit

2018

SAJEMS

Self Cite

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Background and aim: This article investigated the positioning of competitive intelligence within the field of strategy. Methods: Publications on strategy and competitive intelligence were reviewed through thematic content analysis based on an extended literature review to determine their respective contents and how strategy as practice related to the crystallised competitive intelligence themes. Results: The research demonstrated that strategy and competitive intelligence are inextricably interwoven. Competitive intelligence was shown to be not merely an activity or sequence of activities within the broader strategic management process, but a significant strategic practice. Conclusion: We argued, based on a comprehensive literature review, that competitive intelligence is an integral practice within strategy that should be explored further for its contribution to emergent and deliberate strategies and the linkage between intra-organisational and extra-organisational activities. We proposed a framework to position competitive intelligence within strategy as practice and in relation to the process view of strategy. The conceptualised framework contributes to the corpus of strategy research as it formalised competitive intelligence as a critical part in the thinking about and the practice of strategy. It moved competitive intelligence from a position on the periphery of strategic management literature, where it was regarded as a mere activity, to an integral practice of strategy to be recognised by strategy scholars and worthy of further research.

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“…No entanto, não faltaram os estudos sobre nível de consenso dos executivos sêniores e gerentes de produção na definição de prioridades de produção (Kathuria, et al, 2010), a relação do consenso e a performance organizacional (Stoltzfus, Stohl & Seibold, 2011;Kellermanns, et al, 2011), e também sobre performance de liderados (Ho, Wu & Wu, 2014). No entanto, assim como a década anterior, também emergiram abordagens importantes como modelos de consenso flexíveis entre tomadores de decisão (Khorshid, 2010), consenso compondo a prática estratégica (Pretorius & Maritz, 2011) e como técnicas que envolvem o consenso para detecção de crise (Paraskevas & Saunders, 2011). Um grupo de estudos chamou a atenção por incluir abordagens que ressaltam diferentes stakeholders nas abordagens de estudos, sendo o caso do trabalho sobre o consenso no desenvolvimento de inovações arquitetônicas utilizando abordagem interindustriais (Jaspers, Prencipe & Den Edge, 2012), do consenso para investimentos e projetos (Murphy e O'Brien, 2014) e do consenso no desenvolvimento estratégico de cidades (Rasoolimanesh, Jaafar & Badarulzaman, 2014).…”

Section: Consenso Na Década De 2010unclassified

O Consenso do Consenso Estratégico: Um Estudo sobre o Estado da Arte do Tema

Curth¹,

Bernardon²,

Trez³

2018

RIAE

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Este trabalho objetiva apresentar o estado da arte sobre consenso estratégico, ressaltando as abordagens utilizadas, a natureza do método de pesquisa utilizado, os resultados encontrados e a agenda futura para estudos do tema. Analisando as últimas quatro décadas de publicações, concluiu-se que relacionar o consenso estratégico somente com a performance e com os níveis estratégicos pode ser entendido como algo limitado, o que sugere a necessidade de trazer para o campo da investigação novos aspectos e contextos como inovação, processo de geração de novas ideias, a ocorrência do consenso além do nível de Top Management Team (TMT), entre outros. Além disso, também conclui-se que a abordagem predominante do consenso estratégico é por processo, bem como a metodologia utilizada é baseada em técnicas quantitativas. Como sugestão de estudos futuros, o presente estudo indica a investigação de situações em que o consenso estratégico não é positivo.Palavras-chave: Consenso; Estratégia; Tomada de Decisão. THE CONSENSUS OF STRATEGIC CONSENSUS: A STUDY OF THE STATE OF THE ART ABOUT THE THEME ABSTRACTThis paper aims to present the state of the art regarding the strategic consensus, emphasizing the approaches and the nature of the research methods used, the results obtained and the future agenda for this theme studies. Analyzing beyond the last four decades of publications, it was understood that relating the strategic consensus only with the performance and strategic levels can be seen as something limited, suggesting the need to bring to the researching field new aspects and backgrounds as innovation, the methods for generating new ideas, the occurrence beyond the Top Management Team level (TMT), among others. Moreover, concludes that the predominant approach the strategic consensus is a process and the methodology used is based on quantitative techniques. As a suggestion for future studies, this study indicates the investigation of situations in which the strategic consensus is not positive. Keywords RESUMENEste trabajo objetiva presentar el estado del arte respecto al consenso estratégico, señalando los abordajes, las naturalezas del método de investigaciónes, los resultados encontrados y la agenda futura para los estudios del tema. Analizando las últimas cuatro décadas de publicaciones, se concluye que relacionar el consenso estratégico solo con el rendimiento y con los niveles estratégicos puede entenderse como algo limitado, lo que sugiere la necesidad de aportar al campo de la investigación nuevos aspectos y contextos como la innovación, el proceso de generación de nuevas ideas, la ocurrencia del consenso más allá del nivel de Top Management Team (TMT), y otros. Además, se concluye igualmente que el abordaje predominante del consenso estratégico es procesual, así como la metodología utilizada está basada en técnicas cuantitativas. Como sugerencia para futuras investigaciones, el presente estudio indica la investigación de situaciones en que el consenso estratégico no es positivo.

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Strategy making: the approach matters

Abstract: He consults to ventures on strategy issues with a focus on those that experience distress and seek turnaround, and has published articles in the field of entrepreneurship.

Cited by 11 publications

References 4 publications

Strategy and business model design in dynamic telecommunications industries: A study on Italian mobile network operators

Strategy and business model design in dynamic telecommunications industries: A study on Italian mobile network operators

The practice turn within strategy: Competitive intelligence as integrating practice

O Consenso do Consenso Estratégico: Um Estudo sobre o Estado da Arte do Tema

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