The use of models and methods for strategic planning: Towards an holistic view of strategy

Philpott, Elly; Hamblin, David; Baines, Tim; Kay, Gwyn

doi:10.1111/j.1475-3995.2004.00452.x

Cited by 3 publications

(3 citation statements)

References 46 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…Such an approach is needed as it includes an exhaustive coverage of the research topic in question by looking at that topic from various angles and into multiple components. A holistic approach looks at a research topic from both the resource and the activity perspectives (Philpott et al, 2004). And by integrating these angles, components and perspectives, the holistic approach provides a better understanding of the research topic and its accompanying variables (Hardi and Buti, 2012).…”

Section: Research On High Performance In Asiamentioning

confidence: 99%

Creating High-Performance Organizations in Asia: Issues to Consider

Waal¹

2020

IJMAR

View full text Add to dashboard Cite

In recent decades the Asian continent has gained in economic importance. This advancement has not been without its problems. Therefore, in order to stay competitive, Asian companies need to transform themselves into high-performance organizations (HPO). This means that they need to know the factors that will make them world-class. This paper described the application of the HPO Framework, a holistic and scientifically validated framework for creating HPOs which has earlier been used successfully at several Asian companies where it was used to identify main organizational areas which have to be strengthened in order for these organizations to become HPOs. In this paper we investigate, based on data collected at organizations in multiple Asian countries, what the main issues are for Asian organizations which they need to address in order to become truly high performing.

show abstract

Section: Research On High Performance In Asiamentioning

confidence: 99%

Creating High-Performance Organizations in Asia: Issues to Consider

Waal¹

2020

IJMAR

View full text Add to dashboard Cite

show abstract

“…Theorists are in full agreement, however, that from core competence view, strategists should analyse firms in terms of their competence, resources and activity so that they can more fully address decisions on the upstream and downstream vertical axis (Philpott, Hamblin, Baines, & Kay, 2004). In terms of TCE, it has also been shown that vertical integration is utilized when a company seeks to expand its activities, such as through the franchise system, in the presence of uncertainty regarding the success of the business.…”

Section: Operations Strategymentioning

confidence: 99%

Bridging the gap: state-of-the-art on vertical integration

Beal Partyka,

Laureano Paiva

2024

RAUSP

View full text Add to dashboard Cite

Purpose This paper aims to present the vertical integration state-of-the-art and propose an expansion of the operations and supply chain management (OSCM) field by identifying gaps and bottlenecks. Design/methodology/approach This paper uses a systematic literature review based on a sample of 173 OSCM field articles, collected from Scopus and Web of Science databases. Findings There are no single factors, such as future costs, structures or skills development, in the decision to vertically integrate operations. It is necessary to combine the vision of production costs with the perspective of governance and transaction costs. In addition, it is essential to consider the competency perspective and its impact on capability building. Research limitations/implications Few studies have attempted to understand how vertical integration is used in terms of OSCM research themes and theories. Vertical integration can help companies face challenges and serve as a potential solution for achieving better prices, demand control and quality management. Practical implications The significant role of vertical integration mechanisms in supply chains is crucial for managers evaluating a firm's reconfiguration with more vertical operations. Policymakers interested in supporting the smoothness of vertical integration decisions in regulatory agencies play a key role as contingencies. Social implications In times of global challenges, vertical integration is a strategy known to be more effective for firms to obtain a competitive advantage, making them more resilient. Originality/value This paper addresses gaps in the vertical integration theme and provides insights for future research development.

show abstract

“…Leading up to the research presented in this paper, our previous work has investigated the principles on which manufacturers should form their strategic positioning decision. This was based on survey‐ and case‐based research as reported in Baines and Kay (2002) and Philpott et al (2004). This earlier research revealed three key principles that leading manufacturers apply when making these decisions.…”

Section: Background and Previous Researchmentioning

confidence: 99%

Strategic positioning: an integrated decision process for manufacturers

Baines

Kay

Adesola

et al. 2005

International Journal of Operations &Amp; Production Management

View full text Add to dashboard Cite

Strategic positioning of a manufacturer concerns choosing those service, production and supply chain related activities that an organisation should carry out internally, and those that should be external and under the ownership and control of suppliers, partners and customers. This paper describes research that has investigated how manufacturers make this decision and what, if any, are the characteristics of a successful approach to forming such decisions. Six UK manufacturing companies have been studied in-depth and, in each case, the decision making processes that practitioners actually apply have been explored, recorded and analysed. This study has revealed distinctly different styles of thinking across these companies. Based on this insight the paper proposes three key principles that manufacturers should adopt when forming strategic positioning decisions.

show abstract

The use of models and methods for strategic planning: Towards an holistic view of strategy

Cited by 3 publications

References 46 publications

Creating High-Performance Organizations in Asia: Issues to Consider

Creating High-Performance Organizations in Asia: Issues to Consider

Bridging the gap: state-of-the-art on vertical integration

Strategic positioning: an integrated decision process for manufacturers

Contact Info

Product

Resources

About