The Experts below are selected from a list of 6054 Experts worldwide ranked by ideXlab platform
Henrikki Tikkanen - One of the best experts on this subject based on the ideXlab platform.
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Strategic management of business model transformation: lessons from Nokia
Management Decision, 2011Co-Authors: Jaakko Aspara, Juha Antti Lamberg, Arjo Laukia, Henrikki TikkanenAbstract:Purpose – This paper aims to offer a conceptualization of how and why Corporate Level strategic change may build on historical differentiation at business unit Level.Design/methodology/approach – Methodologically, an historical case study of Nokia Corporation's drastic business model transformation between the years 1987 and 1995 is reported.Findings – The conceptual and historical work results in a process model of business model change, demonstrating how central business units feed strategic alternatives and capabilities to the Corporate‐Level transformation process.Practical implications – The results highlight the importance of Corporate Level “market mechanisms' that allow promising strategic alternatives to emerge and select out inferior options. In this process, a key mechanism is the exchange of executives and cognitive mindsets between business units and Corporate headquarters (CHQ).Originality/value – The reported research offers an original contribution by showing the dynamic interplay of cogni...
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Strategic management of business model transformation: Lessons from Nokia
Management Decision, 2011Co-Authors: Jaakko Aspara, Juha Antti Lamberg, Arjo Laukia, Henrikki TikkanenAbstract:Purpose - This paper aims to offer a conceptualization of how and why Corporate Level strategic change may build on historical differentiation at business unit Level. Design/methodology/approach - Methodologically, an historical case study of Nokia Corporation's drastic business model transformation between the years 1987 and 1995 is reported. Findings - The conceptual and historical work results in a process model of business model change, demonstrating how central business units feed strategic alternatives and capabilities to the Corporate-Level transformation process. Practical implications - The results highlight the importance of Corporate Level "market mechanisms' that allow promising strategic alternatives to emerge and select out inferior options. In this process, a key mechanism is the exchange of executives and cognitive mindsets between business units and Corporate headquarters (CHQ). Originality/value - The reported research offers an original contribution by showing the dynamic interplay of cognitive and organizational change processes, and highlighting the importance of building on existing capabilities and competencies despite the pressure to demonstrate strong turnaround activities.
Jaakko Aspara - One of the best experts on this subject based on the ideXlab platform.
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Strategic management of business model transformation: lessons from Nokia
Management Decision, 2011Co-Authors: Jaakko Aspara, Juha Antti Lamberg, Arjo Laukia, Henrikki TikkanenAbstract:Purpose – This paper aims to offer a conceptualization of how and why Corporate Level strategic change may build on historical differentiation at business unit Level.Design/methodology/approach – Methodologically, an historical case study of Nokia Corporation's drastic business model transformation between the years 1987 and 1995 is reported.Findings – The conceptual and historical work results in a process model of business model change, demonstrating how central business units feed strategic alternatives and capabilities to the Corporate‐Level transformation process.Practical implications – The results highlight the importance of Corporate Level “market mechanisms' that allow promising strategic alternatives to emerge and select out inferior options. In this process, a key mechanism is the exchange of executives and cognitive mindsets between business units and Corporate headquarters (CHQ).Originality/value – The reported research offers an original contribution by showing the dynamic interplay of cogni...
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Strategic management of business model transformation: Lessons from Nokia
Management Decision, 2011Co-Authors: Jaakko Aspara, Juha Antti Lamberg, Arjo Laukia, Henrikki TikkanenAbstract:Purpose - This paper aims to offer a conceptualization of how and why Corporate Level strategic change may build on historical differentiation at business unit Level. Design/methodology/approach - Methodologically, an historical case study of Nokia Corporation's drastic business model transformation between the years 1987 and 1995 is reported. Findings - The conceptual and historical work results in a process model of business model change, demonstrating how central business units feed strategic alternatives and capabilities to the Corporate-Level transformation process. Practical implications - The results highlight the importance of Corporate Level "market mechanisms' that allow promising strategic alternatives to emerge and select out inferior options. In this process, a key mechanism is the exchange of executives and cognitive mindsets between business units and Corporate headquarters (CHQ). Originality/value - The reported research offers an original contribution by showing the dynamic interplay of cognitive and organizational change processes, and highlighting the importance of building on existing capabilities and competencies despite the pressure to demonstrate strong turnaround activities.
Edwin Rühli - One of the best experts on this subject based on the ideXlab platform.
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Strategic Evolution in Highly Complex Realities: Corporate Level Strategy in the Situation of a Merger
M@n@gement, 2001Co-Authors: Sybille Sachs, Edwin RühliAbstract:Complex realities are a tremendous challenge for firms, internally as well as externally. Due to a reductionist tradition of thinking and modeling, these complexities are underestimated in strategy theory. In this article, we claim that modern evolutionary theories have an elaborate understanding of complex adaptive systems and are therefore able to provide new building blocks to a more realistic strategy paradigm that helps to understand and explain a firm’s strategic behavior in its highly complex competitive and societal context. In the first part of this paper, we develop three general principles of complexity on the grounds of modern biological evolutionary theory. These principles concern the three forms of complexity, that is hierarchical complexity, functional complexity, and layer complexity. In the second part of this article, these principles are applied to Corporate-Level strategy as illustrated by a merger situation. Phenomena as complex as mergers, especially mega-mergers, offer so many possible dimensions of causalities that a rich frame of thinking such as evolutionary theory is essential for a comprehensive understanding of a real-life situation. This evolutionary analysis of a merger leads to a deeper understanding of the nature of Corporate strategy in complex realities and confirms the analytical power of frameworks of strategic thinking based on complexity theory.
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Strategic Evolution in Highly Complex Realities: Corporate-Level Strategy in a Merger Situation
2001Co-Authors: Sybille Sachs, Edwin RühliAbstract:Complex realities are a tremendous challenge for firms, internally as well as externally. Due to a reductionist tradition of thinking and modeling, these complexities are underestimated in strategy theory. In this article, we claim that modern evolutionary theories have an elaborate understanding of complex adaptive systems and are therefore able to provide new building blocks to a more realistic strategy paradigm that helps to understand and explain a firm’s strategic behavior in its highly complex competitive and societal context. In the first part of this paper, we develop three general principles of complexity on the grounds of modern biological evolutionary theory. These principles concern the three forms of complexity, that is hierarchical complexity, functional complexity, and layer complexity. In the second part of this article, these principles are applied to Corporate-Level strategy as illustrated by a merger situation. Phenomena as complex as mergers, especially mega-mergers, offer so many possible dimensions of causalities that a rich frame of thinking such as evolutionary theory is essential for a comprehensive understanding of a real-life situation. This evolutionary analysis of a merger leads to a deeper understanding of the nature of Corporate strategy in complex realities and confirms the analytical power of frameworks of strategic thinking based on complexity theory.
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Challenges for strategic competitive intelligence at the Corporate Level
Competitive Intelligence Review, 1997Co-Authors: Edwin Rühli, Sybille SachsAbstract:Strategic competitive intelligence is a necessity for Corporate decision making in today's highly complex, “hypercompetitive” global markets, where current and potential rivals are encountered on multiple Levels of competition. Key strategic decisions regarding diversification, downsizing from past diversification, and strategic alliances must be based on sound assessments of the competitive environment. Strategic CI, for example, can provide a basis for assessing the opportunities, necessities, and risks of present or future alliances, for making decisions regarding appropriate forms and intensities of present or future cooperative arrangements, and to choose among stable or variable forms of cooperation. Similarly, strategic CI can provide relevant knowledge concerning a firm's strategy-related, structure-related, and culture-related challenges with respect to diversification. D'Avini's framework of four cooperative arenas highlights why, with respect to the new competitive realities, Corporate-Level strategy requires dynamic, multi-Level, and multi-arena competitive intelligence to identify and analyze probable threats and opportunities on all Levels, and in all arenas, of competition. © 1997 John Wiley & Sons, Inc.
Sybille Sachs - One of the best experts on this subject based on the ideXlab platform.
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Strategic Evolution in Highly Complex Realities: Corporate Level Strategy in the Situation of a Merger
M@n@gement, 2001Co-Authors: Sybille Sachs, Edwin RühliAbstract:Complex realities are a tremendous challenge for firms, internally as well as externally. Due to a reductionist tradition of thinking and modeling, these complexities are underestimated in strategy theory. In this article, we claim that modern evolutionary theories have an elaborate understanding of complex adaptive systems and are therefore able to provide new building blocks to a more realistic strategy paradigm that helps to understand and explain a firm’s strategic behavior in its highly complex competitive and societal context. In the first part of this paper, we develop three general principles of complexity on the grounds of modern biological evolutionary theory. These principles concern the three forms of complexity, that is hierarchical complexity, functional complexity, and layer complexity. In the second part of this article, these principles are applied to Corporate-Level strategy as illustrated by a merger situation. Phenomena as complex as mergers, especially mega-mergers, offer so many possible dimensions of causalities that a rich frame of thinking such as evolutionary theory is essential for a comprehensive understanding of a real-life situation. This evolutionary analysis of a merger leads to a deeper understanding of the nature of Corporate strategy in complex realities and confirms the analytical power of frameworks of strategic thinking based on complexity theory.
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Strategic Evolution in Highly Complex Realities: Corporate-Level Strategy in a Merger Situation
2001Co-Authors: Sybille Sachs, Edwin RühliAbstract:Complex realities are a tremendous challenge for firms, internally as well as externally. Due to a reductionist tradition of thinking and modeling, these complexities are underestimated in strategy theory. In this article, we claim that modern evolutionary theories have an elaborate understanding of complex adaptive systems and are therefore able to provide new building blocks to a more realistic strategy paradigm that helps to understand and explain a firm’s strategic behavior in its highly complex competitive and societal context. In the first part of this paper, we develop three general principles of complexity on the grounds of modern biological evolutionary theory. These principles concern the three forms of complexity, that is hierarchical complexity, functional complexity, and layer complexity. In the second part of this article, these principles are applied to Corporate-Level strategy as illustrated by a merger situation. Phenomena as complex as mergers, especially mega-mergers, offer so many possible dimensions of causalities that a rich frame of thinking such as evolutionary theory is essential for a comprehensive understanding of a real-life situation. This evolutionary analysis of a merger leads to a deeper understanding of the nature of Corporate strategy in complex realities and confirms the analytical power of frameworks of strategic thinking based on complexity theory.
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Challenges for strategic competitive intelligence at the Corporate Level
Competitive Intelligence Review, 1997Co-Authors: Edwin Rühli, Sybille SachsAbstract:Strategic competitive intelligence is a necessity for Corporate decision making in today's highly complex, “hypercompetitive” global markets, where current and potential rivals are encountered on multiple Levels of competition. Key strategic decisions regarding diversification, downsizing from past diversification, and strategic alliances must be based on sound assessments of the competitive environment. Strategic CI, for example, can provide a basis for assessing the opportunities, necessities, and risks of present or future alliances, for making decisions regarding appropriate forms and intensities of present or future cooperative arrangements, and to choose among stable or variable forms of cooperation. Similarly, strategic CI can provide relevant knowledge concerning a firm's strategy-related, structure-related, and culture-related challenges with respect to diversification. D'Avini's framework of four cooperative arenas highlights why, with respect to the new competitive realities, Corporate-Level strategy requires dynamic, multi-Level, and multi-arena competitive intelligence to identify and analyze probable threats and opportunities on all Levels, and in all arenas, of competition. © 1997 John Wiley & Sons, Inc.
Juha Antti Lamberg - One of the best experts on this subject based on the ideXlab platform.
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Strategic management of business model transformation: lessons from Nokia
Management Decision, 2011Co-Authors: Jaakko Aspara, Juha Antti Lamberg, Arjo Laukia, Henrikki TikkanenAbstract:Purpose – This paper aims to offer a conceptualization of how and why Corporate Level strategic change may build on historical differentiation at business unit Level.Design/methodology/approach – Methodologically, an historical case study of Nokia Corporation's drastic business model transformation between the years 1987 and 1995 is reported.Findings – The conceptual and historical work results in a process model of business model change, demonstrating how central business units feed strategic alternatives and capabilities to the Corporate‐Level transformation process.Practical implications – The results highlight the importance of Corporate Level “market mechanisms' that allow promising strategic alternatives to emerge and select out inferior options. In this process, a key mechanism is the exchange of executives and cognitive mindsets between business units and Corporate headquarters (CHQ).Originality/value – The reported research offers an original contribution by showing the dynamic interplay of cogni...
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Strategic management of business model transformation: Lessons from Nokia
Management Decision, 2011Co-Authors: Jaakko Aspara, Juha Antti Lamberg, Arjo Laukia, Henrikki TikkanenAbstract:Purpose - This paper aims to offer a conceptualization of how and why Corporate Level strategic change may build on historical differentiation at business unit Level. Design/methodology/approach - Methodologically, an historical case study of Nokia Corporation's drastic business model transformation between the years 1987 and 1995 is reported. Findings - The conceptual and historical work results in a process model of business model change, demonstrating how central business units feed strategic alternatives and capabilities to the Corporate-Level transformation process. Practical implications - The results highlight the importance of Corporate Level "market mechanisms' that allow promising strategic alternatives to emerge and select out inferior options. In this process, a key mechanism is the exchange of executives and cognitive mindsets between business units and Corporate headquarters (CHQ). Originality/value - The reported research offers an original contribution by showing the dynamic interplay of cognitive and organizational change processes, and highlighting the importance of building on existing capabilities and competencies despite the pressure to demonstrate strong turnaround activities.
