Strategic Management in Action,Frequently bought together
Strategic Management in Action presents current strategic management theories and practice in an engaging and easy-to-read format. Coulter effectively blends theory with plenty of 13/07/ · Pearson+ subscription. Pay by the month. Minimum 4-month subscription. ISBN Strategic Management in Action Digital Learning NOW. Extend your professional development and meet your students where they are with free weekly Digital Learning NOW webinars. Attend live, watch on-demand, or listen The second as an action researcher the key aims were threefold: to implement an action research method- ology within a business context, to inculcate systemic thinking, and to Therefore, we have written this sixth edition of Management to provide you with the best possible understanding of what it means to be a manager confronting change. Our approach ... read more
Home » Books » Management » Management, 6th edition. Genres: Management. In these dynamic and challenging times, there is a need to look for inspiration in how managers and organisations can change the way they operate to meet their economic, environmental and social responsibilities. No successful organisation, or its managers, can operate without understanding and dealing with the dynamic environment that surrounds them. One of the biggest mistakes managers make today is failing to adapt to the changing world. With challenges of dealing with the aftermaths of the Global Financial Crisis GFC , natural disasters such as bushfires, flooding and cyclones in many states, and earthquakes in New Zealand, as well as the looming future threat of global warming and climate change, there is a need to find inspiration in how some of the more successful managers and organisations are tackling these issues. There is no doubt that management is a dynamic discipline.
This means that a textbook on the subject must constantly undergo significant changes to prepare you to manage in increasingly dynamic conditions. There is also limited dissemination and communication of information, and limited opportuni- ties for participants to reflect on their own decisions and behaviors. This would allow them to identify ways in which they have contributed to outcomes, and where necessary make changes. Financial performance of the host organization to date is strong and indicative that the current approach works despite its shortcomings. However, in a world that demands constant improvement, this is unlikely to be sustained or improved upon without a significantly different approach, one that encourages a holistic view to strategic management and one that focuses on relationships and interdependencies. A systemic approach offers this. cls November 2, Olsen and Haslett Fig. Outputs of the strategic management process.
Learning is also central to this research, firstly because of its role in strategic management. This is then shared and implemented. Hence, the cycle of strategic management is similar if not identical to the cycle of learning. That is, the planning, implementation, and evaluation phases map perfectly onto the learning cycle. Learning is also fundamental to the inculcation of a systemic approach, if it is to be embraced by the research par- ticipants and then acted upon. Importantly, learning must occur not only at the individual, but also the organizational level, if the strategic management process is to be deployed effectively and a systemic approach adopted. In achieving these aims, the intention is to capitalise on some early observations of the research group.
These include receptiveness to new ideas that manifest themselves in inno- vation particularly in terms of product development, and visible signs of employee empowerment in the encouragement of employee decision-making, with corre- sponding operating authority by the organization. These observations, supporting innovation and empowerment, are consistent with those of a learning organization. Action research as a methodology, shares these characteristics. cls November 2, Strategic Management in Action research involves the interplay between action and theory. Action research is cyclic in nature, and serves to bring together theory and action in an integrated knowledge construction process. A hypothesis is formed, which is robust enough and has sufficient requisite variety to explain the current situation, account for past behaviors and importantly have a predictive capability to explain or shape future events.
Action then proceeds and outcomes are considered. During this period of reflection, learnings will either close the gap validating the theory that drove the action, or the gap will remain and cause the theory itself to be reviewed. Reflection is central to the knowledge construction process, whereby each reflection phase is used to reflect on data from the last action phase and to apply thinking to planning the next action. This phase is important in the examination of the critical issues, drawing connections between them and then discerning some meaning; therefore, it is both purposeful and sense making. Hence, the meaning constructed in the knowledge inquiry process leads to action, or conversely re- flection on action leads to the construction of new meanings.
From each cycle of reflection and action, experience learning emerges. Action research is context bound addressing real problems, where participants generate knowledge through a collaborative and communicative process. The initial intent behind the practice described here, was to leverage the key tenets of action research: mediating discourse in the linkage of theory and practice Gustavsen, participation where members not only shape the inquiry Bell, but create a community of inquiry Friedman, , and to create oppor- tunities for learning or increasing knowledge by introducing cycles of reflection. These cycles, and the repetition between reflection and experience and action, would serve to validate action research Heron and Reason, and reinforce the strategic management process by confirming or disconfirming continuously Schein, Research Drivers The broader research has twin tracks.
The first one aims to optimise the strategic management process in order to improve business performance. cls November 2, Olsen and Haslett 3. Progress to Date The theoretical underpinnings to this study have been briefly addressed. The concepts are themselves a result of action learning cycles, having been discussed at length with academic colleagues, presented in conferences to peers Olsen and Haslett, , , articulated in refereed papers, and tested with business col- leagues as part of an ongoing learning process. More importantly, these concepts have shaped the entire approach to the study and expectations of outcomes.
These views however are being tested and the theory somewhat shaken, when applied in a business setting. What follows is an examination of two case studies that hold considerable implications for both the strategic management process and action research. The intent was for the group drawing upon additional stakeholders as needed to form the strate- gic hypotheses and test with the broader community, factoring in feedback to refine the final outcomes. Quickly the focus became one of securing resources technology, human, and financial , and the implementation of the initiative within a 2-month window. This was achieved. This alternate project did not occur under the auspices of this broader research and exhibited none of the tenets of action research.
A year down the track, the Business Unit has capitalised on the success of this project in terms of funding, support, and recognition and has participated in its ongo- ing development. In contrast the broader strategic project remains languishing. The Business Unit still requires a definition in purpose, lacking vision, and focus. cls November 2, Strategic Management in Action strategist: successful operations can be conducted outside a strategic and learning framework. Case Study B Unlike the previous case, Study B had an operational focus from the outset. The project involved some participants, drawn from operational staff and ju- nior managers of two divisions of the organization, over a 6-month period. Some 33 teams comprising 3—6 members were each involved in an 8-week program. Each team sought to identify, evaluate, and then implement, small-scale oppor- tunities to generate a tangible bottom line benefit whether it be in terms of cost reduction or operational effectiveness.
This researcher worked with the facilitators of each team, coaching them through the process, creating space for reflection in weekly teleconferences throughout the entire 8-week cycle. Learnings from these sessions resulted in slight program changes and significantly guided the programs implementation to other teams. The program has been so successful it has been broadened to encompass the entire organization. Discussion of Case Studies Having earlier reviewed the strategic management process as one which cycles through planning, implementation, and evaluation phases, both Case Study A and B ultimately concentrated on the implementation phase. Given that within the or- ganization the strategic process is tacit, even undiscussable, such a focus precludes the type of learning described earlier in this paper. Case Study A demonstrated a shift from strategic planning to one of strategic implementation whilst Case Study B was only focussed on the implementation of identified opportunities.
Additionally when examining both cases is evident that the actual initiating strategic decision behind each case study was made outside of the area under consideration. To elaborate, whilst the strategic objective driving Case Study A originated from the participant team, the resultant shift in direction originated from a focus on customer management identified at a corporate level, which readily overruled the strategic decisions at a business unit level. The strategic imperatives driving Case Study B were cost reduction and productivity goals together with employee development, and were once again determined at the corporate level.
The strategic management process. Both case studies point to a strong disconnect in the strategic management process, which was evidenced by each phase of the process occurring at a dif- ferent level within the organization. In this case, planning at the corporate level, implementation at the business unit or operational level, and measurement oc- curring invariably within Finance, with little evidence of any feedback loops. Results of each phase within the strategic management process did not appear to be fed into the other phases, preventing any learning to be factored in. For example, there was limited discussion around the strategic drivers that dictated a change in Case Study A direction or any opportunity to feedback the outputs from the strategic discussions held to that point. To reiterate an earlier point, it is not merely the generation of learning it is the sharing and implementation of it which contributes to performance Hoopes and Postrel, Naturally this requires communication and it is this failure to communicate between each of the phases in the strategic management process, which is symptomatic of the discon- nect in the model discussed earlier.
There appears to be some discomfort with situations where participants themselves shape the inquiry and have the opportunity to cy- cle through a reflection on strategic intent the objective of Case A and a key characteristic of action research and possibly the inquiry process itself. cls November 2, Strategic Management in Action projects, by their very nature are looser and have no preconceived outcomes. In the organization under consideration these strategic learning projects are more vul- nerable and can be overrun by seemingly more hard edged, pressing operational imperatives. Upon reflection, these case studies surface questions around: organizational focus and how this translates into the identification of priorities and goals partic- ularly when they appear to readily change ; at which point and how does commu- nication around the strategic process occur; and if managing for results how can this be maximised without a strategic context?
Implications Strategy Given a dynamic environment and time frames for success, organizations need to be able to learn quickly. The implication is the need to speed up the strategic management process. It is doubtful whether organizations have time to conduct strategic management in a stepwise fashion. Rather there is a need to be able to work on each phase concurrently, whereby planning, implementation, and measurement are happening continuously, held together by the integration of cycles of reflection Hampden-Turner, It is these cycles and the presence of feedback loops in the strategic management process, which is critical to the generation and application of learning. Naturally, all participants in the strategic management process must be open and receptive to the outcomes of each phase, and be prepared to factor these learn- ings in when shaping the next cycle of activity, whilst simultaneously reflecting on their own decisions and behaviors, identifying how they have contributed to outcomes and if necessary make appropriate changes.
Reflection must be institutionalised and cross-functional in the strategy process. A means to do this for example is ensuring that every project concludes with a strategic evaluation before initialising the next. The need for a faster pace is also in response to the rate of change, both exter- nally and internally, and the need to achieve or maintain a competitive advantage. These drivers highlight the need to integrate internal and external analysis. A break- down in the strategic management process throws this ability into question for there is no intelligence system in place to discover information, choose a way forward and then evaluate implemented actions. Additionally, stakeholder management is an organizational priority. cls November 2, Olsen and Haslett are crying for action. Implementation equates with action.
Organizations, and this one is no exception, are often required by stakeholders particularly equity owners to be seen to be doing something. This then poses some interesting questions on the nature of strategy. Strategy is intangible and is meaningless without context and without execution. For Whom? This means the key assumptions and mental models that are drivers in strategy design are made explicit. These can then be challenged, validated, or thrown out. This then opens up the strategic planning phase to all participants in the strategic management process and provides a context in which learning can be evaluated. Within the organization under study, strategy development i. Contribution at the business unit level would be of greater value if the drivers of corporate strategy were made explicit together with underpinning assumptions, as corporate strategy and business unit strategy would be aligned.
There would also be the benefit of conducting the planning and implementation phases concurrently as well as ensuring that all potential contributors to strategy development are not missed. Furthermore, it is important to create a participative experience to establish buy-in and organizational commitment this leverages a strength highlighted in Case Study B. Firstly, a push exists to dive straight into implementa- tion, i. The challenge is to create the space for reflection, and to create the link between the strategy and the action. cls November 2, Strategic Management in Action any sort of strategic action research may not get the organizational support for the full duration of the research project. This is a particular concern because action research is characterised by its cyclic nature and as such there are likely to be a number of cycles over the course of a project.
Therefore, in such an operating environment the action researcher has been fortunate to take one cycle to its com- pletion but has not been able to repeat the process. A solution may be to create a number of smaller cycles, which focus upon smaller case studies that when con- sidered together build to a bigger view. The challenge is how to distil learnings and apply them. This action researcher has faced this problem not only in terms of project scope case study but also in terms of losing project sponsorship sponsor encouraged to exit the organization , and a significant role change for this researcher, which initially threw the entire project into doubt and caused a crisis. This crisis however has been the genesis of many new insights. Firstly, in terms of the action research process itself and its application to strategic management process, and secondly, in terms of my own learning.
If the action research process can be represented as follows. I realized that I was trying to fit the organisation to the theory rather than letting the- ory inform my practice. My view, driven by strong theoretical support particularly in the area of strategic management, was that the organization is not undertaking the strategic management process properly. With this in mind, when reviewing Fig. It is a huge surviving, profitable company that has experienced organizational success on a number of measures. It has experienced some success in acquisitions and enormous success in product development and innovation. Clearly there is a strategic capability. Hence in terms of Fig. Truly appreciating the Action Research cycle in its entirety represents a sig- nificant shift in my thinking. I realise that from the beginning, rather than using theory to inform my practice I allowed it to shape my thinking and dictate my practice to such an extent that it created tunnel vision.
Action research cycle J. Barton, personal communication, Hence this represents a shift from a theory driven way of working to a practice driven way of working. How customer reviews and ratings work Customer Reviews, including Product Star Ratings help customers to learn more about the product and decide whether it is the right product for them. Learn more how customers reviews work on Amazon. Top reviews Most recent Top reviews. Top reviews from the United States. There was a problem filtering reviews right now. Please try again later. Verified Purchase. The book has a nice cover and color tones. The book itself is so tight that you can carry it all day without a problem. The font in the context is a plus. Easy to read and study. I'll admit that this book provided a clear understanding of Strategic Management, however, the price was exorbitant for this book! Nothing in this book substantiates its cost - even USED, the prices were outrageous.
Textbooks can be expensive but, this was not outstanding in any way to justify the price. The text is No issue with the seller. The text is 7 years old and shows its age. It is still readable and no pages are missing. It was an easy to read book and short chapters which made it easier to get through. loved the real life examples. The learning outcomes also were helpful, especially when studying for the test. I really enjoyed this class and the book is excellent. It is a must have for those seeking a masters degree in business. It is very clear and the authors are very straight forward this examples. One person found this helpful. Book was worn. For what I paid to rent a digital text book, I expected more. The format is difficult to read. It looks like they just scanned the pages out of the physical text book and sent me one big PDF file.
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edu no longer supports Internet Explorer. To browse Academia. edu and the wider internet faster and more securely, please take a few seconds to upgrade your browser. Having set the study's theoretical context, the paper then explores some of the realities and implications, both for strategic management and the action researcher, by examining two quite different case scenarios from within a large Australian-based financial services organization, the first, Case Study A, involving a more strategic focus, and the second, Case Study B, an operational one. Susanne Tepe , Rod Sarah. Rod Sarah. In describing this intervention, we will outline how we used causal loop diagrams to represent the. Susanne Tepe. Ezequiel Reficco.
David Coghlan. Levels of analysis are commonly used as frameworks for researching, understanding, and intervening in organizational systems. Levels of analysis typically refer to the identification of issues at units of complexity, such as the individual, the group, the intergroup, and the organization. The construct of levels of analysis is traditionally an important dimension of action research. This article reviews the traditional use of levels of analysis as the focus of action research and extends the notion to levels of aggregation or interlevel dynamics. It illustrates how interlevel dynamics are important both as the focus of action research and to the action research process itself. Shankar Sankaran. This paper explores the use of systems thinking in action research projects. It elaborates how applying this methodology supported the application of action research.
Both managers who used action research have successfully completed their doctorates in programs. Donna Maria Blancero. Handbook on Sustainable Luxury, Entrepreneurship and Innovation by Springer Nature Singapore. Zeynep Gulen Hashmi. A significant dilemma for any business in today's sustainability age is the ability to acknowledge society's challenges and create innovations to address those challenges. This necessitates a change of perspective in the approach to organizational transformation strategies, coupled with the need to establish a strong sustainability culture where superior levels of organizational engagement prevail. The focus of this article is to showcase how, within a strong organizational culture of sustainability, appreciative mentoring can be used as an innovative entrepre-neurial micro-practice to facilitate positive conversations and engagement in the organizational transformation process of enhancing employee engagement.
The research in this article was carried out in two phases as a sequential transformative mixed methods design in an action research AR study, to support the use of a transformative perspective in research and ultimately help organizations to address employee engagement with a participative and democratic orientation to knowledge creation. Our research consists of a sustainability culture and leadership assessment survey, and subsequent appreciative mentoring conversations co-facilitated with a luxury London hotel leading in sustainability. The research sets the stage for further empirical research to determine the impact of appreciative mentoring on the mentor-mentee relationship and the organization's engagement level over time. Isabel Rimanoczy. Marthi Harmse. Natalia Baratashvili. Embedding Systemic Thinking into Enterprise Architecture.
Mesbah Khan. Renu Agarwal. Abraham Shani , David Coghlan. Christian Scholl , Mette Agger Eriksen , Thomas Drage , Thomas Hoeflehner. Crc Construction Innovation Faculty of Built Environment and Engineering. Stephen Kajewski , Judy A Kraatz. Luiz Moutinho. Gihan Osman. Jukka Bergman. Gisela Cebrián. Muhammad Kharis Ja'far Ismail. Rodrigo del Valle. Scott P Schaffer. Miki Roma. Christophe Bredillet. Luke Houghton , David Tuffley. Martina Majella Brophy , Jordan R Gamble. A project undertaken within the South Asia Sustainable Development Investment Portfolio SDIP. Lalu Kadel. Evidence-Based Initiatives for Organizational Change and Development, ed. by Robert G. Hamlin, Andrea D. Ellinger, Jenni Jones. Hershey: IGI Global, pp. Theodor Leiber. Professor Elizabeth More , David Rosenbaum.
PhiLab Centre de recherche sur la philanthropie canadienne. International Journal of Knowledge Management Studies. Kam Jugdev. Marco Rieckmann , Lukas Scherak , Katarzyna Gruszka , Rosário Anjos , Edna Cabecinha , Marisa Nunes. Robert Galliers. Chivonne Algeo. David Bozward. Marina Apaydin. Brigid Trenerry. Rajneesh Chowdhury, PhD. Nicols Valega. Elaine Stratford. Erik Jørgensen. Metcalf ed. Peter Jones. Daniella Tilbury. Kadek Wahyudi. Log in with Facebook Log in with Google. Remember me on this computer. Enter the email address you signed up with and we'll email you a reset link. Need an account? Click here to sign up. Download Free PDF. Strategic Management in Action. Tim Haslett. Related Papers. Download Free PDF View PDF. Learning from Loops - Applying CLD to Identify Leverage Points as Organizational Learning.
Projects for Learning - a Case Study. An Agent Based Model for Predicting Community Reaction to Regulatory or Planning Impact Assessments: The Theoretical Background to a Research Proposal. A methodology for supporting strategy implementation based on the VSM: A case study in a Latin-American multi-national. Systemic Practice and Action Research Interlevel Dynamics in Systemic Action Research. Competency Implications of Changing Human Resource Roles. Handbook on Sustainable Luxury, Entrepreneurship and Innovation by Springer Nature Singapore Appreciative Mentoring as an Innovative Micro Practice of Employee Engagement for Sustainability. P1: IXP ppspaa SPAA. cls November 2, Systemic Practice and Action Research, Vol. Olsen1,3 and T. KEY WORDS: strategic management process; action research; learning and systemic thinking. Progress towards achieving this lofty objective is mixed, but there are con- siderable learnings both for the strategic management process itself and for the action researcher.
Briefly, the FMA model serves to identify a background theoretical framework F , which serves to shape and guide the re- search methodology M , which in turn has some practical application to the area under research. In this application, FMA draws together the concepts of strategy, 1 Financial Services, P.
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The second as an action researcher the key aims were threefold: to implement an action research method- ology within a business context, to inculcate systemic thinking, and to Therefore, we have written this sixth edition of Management to provide you with the best possible understanding of what it means to be a manager confronting change. Our approach We give you unlimited access to popular Strategic management books free download pdf from some of the best authors. Here, you will discover scholarly Strategic management books. So, Digital Learning NOW. Extend your professional development and meet your students where they are with free weekly Digital Learning NOW webinars. Attend live, watch on-demand, or listen GB ebooks, mp3, videos and games free download! Free ebooks, MP3, Videos and Games downlaod! [share_ebook] PLEX, a Manual: Your Media, With Style. 13/07/ · Pearson+ subscription. Pay by the month. Minimum 4-month subscription. ISBN Strategic Management in Action ... read more
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