The role of context in the transformation of planned strategy into implemented strategy

Rose, Wade R.

doi:10.22215/etd/2011-09522

Cited by 3 publications

(5 citation statements)

References 60 publications

(247 reference statements)

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“…As shown by the studies of Xie (2000Xie ( , 2007Xie ( , 2008 and Sabbar and Xie (2016), ISSs are dynamic constructs, manifesting themselves in diverse kinds of shifts during the information seeking process. This finding supports the assumption that strategy is a living entity that evolves continually, shaped by contextual factors (Rose and Cray, 2013). To examine this issue in greater depth, more attention should be devoted to the situational and other contextual factors shaping the strategies for information seeking and searching (Xie, 2010(Xie, , pp.…”

supporting

confidence: 63%

“…On the other hand, Mintzberg's (1987) approach is limited in that the distinction between intended and realized strategies suggests the existence of two static states located in the initial and final stages of action. An alternative approach proposed by Rose and Cray (2013) characterizes strategy as a living, dynamic entity that evolves continually, shaped by contextual factors. Because the present study does not discuss the ways in which strategies evolve or shift, the above critique does not undermine the value of Mintzberg's scheme depicted in Figure 1.…”

Section: Conceptual Framework Strategymentioning

confidence: 99%

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Information seeking and searching strategies as plans and patterns of action

Savolainen

2016

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Purpose The purpose of this paper is to elaborate the picture of strategies for information searching and seeking by reviewing the conceptualizations on this topic in the field of library and information science (LIS). Design/methodology/approach The study draws on Henry Mintzberg’s idea of strategy as plan and strategy as pattern in a stream of actions. Conceptual analysis of 57 LIS investigations was conducted to find out how researchers have approached the above aspects in the characterizations of information search and seeking strategies. Findings In the conceptualizations of information search and information seeking strategies, the aspect of strategy as plan is explicated most clearly in text-book approaches describing the steps of rational web searching. Most conceptualizations focus on the aspect of strategy as pattern in a stream of actions. This approach places the main emphasis on realized strategies, either deliberate or emergent. Deliberate strategies indicate how information search or information seeking processes were oriented by intentions that existed previously. Emergent strategies indicate how patterns in information seeking and seeking developed in the absence of intentions, or despite them. Research limitations/implications The conceptualizations of the shifts in information seeking and searching strategies were excluded from the study. Similarly, conceptualizations of information search or information retrieval tactics were not examined. Originality/value The study pioneers by providing an in-depth analysis of the ways in which the key aspects of strategy are conceptualized in the classifications and typologies of information seeking and searching strategies. The findings contribute to the elaboration of the conceptual space of information behaviour research.

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supporting

confidence: 63%

Section: Conceptual Framework Strategymentioning

confidence: 99%

Information seeking and searching strategies as plans and patterns of action

Savolainen

2016

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“…The strategy's success depends on the efficiency and effectiveness of its stages (formulation, implementation, execution and assessment) and was also influenced by various factors (Table 6). For Rose and Cray [90], all these factors are rooted in the dynamism of strategic management. David [102] argued that the phases of strategic management can be defined as an art and/or science, as the strategy and its inherent processes are dynamic [103].…”

Section: Authors Factorsmentioning

confidence: 99%

The Corporate Sustainability Strategy in Organisations: A Systematic Review and Future Directions

Rodrigues

Franco

2019

Sustainability

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The corporate sustainability strategy in organisations is a current topic and set in Agenda 2030 for sustainability, and so this study aims to map the literature on the subject through a bibliometric analysis. From 97 documents identified and analyzed, the results obtained show the fragmentation and hiatus between the planning of a global strategy and inclusion therein of a sustainable strategy. Furthermore, these results provide the construction of a framework as an auxiliary tool for managers of different organisations to implement a sustainable strategy, this being the main contribution of the study. In addition, the theoretical contribution of this study is to obtain evidence that the resources and market position of organisations is crucial to the successful implementation of this type of strategy, in which the resource-based view and competitive advantage proved to be appropriate to support the same. The contribution to the practice showed the importance of having full involvement and commitment of all stakeholders in this implementation, so that the organisations acquire the so ambitious internal and external legitimacy. Finally, some limitations, indications for future research are draw.

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“…51.4 per cent of experts agree that there is a gap between strategy formulation and its effective implementation Lacerda (2009) Research conducted in a confessional private university records that only 20 per cent of the strategic intentions (strategic objectives) have significant elements of its implementation. In addition, 39 per cent of the strategic intentions have a significantly low level of implementation Lacerda and Caulliraux (2010) Research conducted through a case study in a HEI shows that 39 per cent of strategic objectives have no evidence of implementation Dandira (2011) In total, 73 per cent of managers believe that the implementation is more difficult than strategy formulation Rose and Cray (2013) Survey conducted with 153 senior executives and managers (62 per cent return) on the strategy implementation process had the following result: 33.3 per cent of respondents "disagree" when asked if the implementation process had taken place exactly as planned. When the answer is "partly disagree" the percentage rises to 48.4 per cent Appendix 2.…”

Section: Appendixmentioning

confidence: 99%

“…There is often an obvious discrepancy between the formulation of strategy and its implementation: this has been of increasing concern in academia and business attracting the attention of many authors, creating voluminous literature on the subject. Academic and business studies by Mintzberg (1994Mintzberg ( , 2004, Norton (2001,2008), Jooste and Fourie (2009), Lacerda (2009), Lacerda and Caulliraux (2010), Dandira (2011), Rose and Cray (2013) and leading companies are evident but there is a lack of information about how strategic actions contribute to the achievement of organizational goals and objectives.…”

Section: Introductionmentioning

confidence: 99%

A model to align strategy formulation and implementation in higher education institutions in Brazil

Heinzen

Loveridge

Marinho

2019

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Purpose The purpose of this paper is to create ways of improving the alignment of strategy formulation and implementation in Brazil’s higher education institutions (HEIs). Design/methodology/approach Evolution of scenarios and models through a 12-step process to assist strategy formulation and implementation for managerial/social activity in Brazil’s HEIs. Simple set theory was used as a backbone to assist scenario building. Two models were created. First, focused on an autopoietic model relating to Brazil’s HEIs. The second embedded the autopoietic model in a limited number of forces in Brazil that influence the HEIs but lie beyond their control. The process was corroborated by survey methods using respondents from Brazil and elsewhere. Findings In total, 22 respondents from within and outside Brazil confirmed the content of the scenarios while a small sample from within Brazil’s HEIs confirmed their usefulness in assisting strategy formulation and implementation. Practical implications Further experience in using the autopoietic model is needed to widen its corroboration beyond experience in this study. Originality/value Confirmation of a 12-step scenario-based process for strategy formulation and implementation and corroboration of its usefulness through a limited sample of respondents.

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The role of context in the transformation of planned strategy into implemented strategy

Cited by 3 publications

References 60 publications

Information seeking and searching strategies as plans and patterns of action

Information seeking and searching strategies as plans and patterns of action

The Corporate Sustainability Strategy in Organisations: A Systematic Review and Future Directions

A model to align strategy formulation and implementation in higher education institutions in Brazil

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