The Experts below are selected from a list of 9237 Experts worldwide ranked by ideXlab platform
Abby Ghobadian - One of the best experts on this subject based on the ideXlab platform.
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Drivers of Strategic Direction in High Technology Small Firms
New Technology-Based Firms in the New Millenium, 2020Co-Authors: Nicholas O'regan, Abby Ghobadian, S. Jaseem AhmadAbstract:Previous studies have shown that small- and medium-sized manufacturing firms make a substantial contribution to national economies in terms of job and wealth creation (Daly & McCann, 1992; Schreyer, 1996). However, many smaller firms face unprecedented change arising from the increasingly competitive and changing environment in which they operate (Coopers and Lybrand, 1997; D’Aveni, 1994). Much of this competition often emanates from larger firms with greater resource capabilities. Firms of all sizes are increasingly turning to strategy as a means of achieving competitive advantage. Strategy research is mainly directed towards examining why firms differ in performance (Barnett & Burgelman, 1996; Schendel, 1996). Strategy has ‘undergone, in the 1990s, a major shift in focus regarding the sources of sustainable competitive advantage: from industry to firm specific effects’ (Spanos & Lioukas, 2001). This involves more than strategy formulation — it is about making choices based on competing alternatives and implementing the chosen Direction using the organisational processes and systems (Shaw, Gupta, & Delery, 2002; Stopford, 2001). Other writers, such as Pettigrew and Fenton (2000), acknowledge that ‘soft’ aspects are an integral part of the evolutionary nature of strategy, and include cultural influences (Chakravarthy & Doz, 1992) and leadership (McNulty & Pettigrew, 1999).
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the importance of capabilities for Strategic Direction and performance
Management Decision, 2004Co-Authors: Nicholas Oregan, Abby GhobadianAbstract:This paper re‐visits the perennial question “Why do some firms perform better than others?” by focusing on the resource‐based view of strategy and in particular the role of generic organisational capabilities in the achievement of overall performance and competitive advantage. Presents findings based on data collected from 194 manufacturing small to medium‐sized enterprises. The analysis confirms the authors’ contention that generic organisational capabilities have a positive impact on strategy deployment and on the achievement of overall performance. The findings indicate that generic capabilities enable firms to manage for the future by focussing on customer’s needs and requirements, while at the same time managing crises and problems arising in their operating environment. A further analysis comparing the emphasis on generic capabilities by both high and low performing firms found that high‐performing firms emphasised capabilities to a far greater extent than low‐performing firms. This implies that generic capability is one of the main drivers of performance. The analysis suggests that firms seeking high overall performance would be well advised to ensure that they actively consider their generic capabilities as the basis of their Strategic Direction. In short, alignment of the generic capabilities and Strategic planning is a prerequisite for high performance.
Peter Lorange - One of the best experts on this subject based on the ideXlab platform.
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setting Strategic Direction in academic institutions the case of the business school
Higher Education Policy, 2000Co-Authors: Peter LorangeAbstract:Setting the Strategic Direction in academic institutions cannot be fully likened to the same challenge in corporations, due to their essential “product” of value creation. Further, the role of the dean is inherently different from that of the CEO; he does not have the same power. Though a business school and a company are not run in the same way, there is no less of a need for the school to make the Strategic choices necessary to achieve an internal balance and to create the kind of value the customer expects. In this article, four approaches to strategy in business schools are proposed in order to ensure that the main missions — research, teaching, and citizenship — of the school are operationally carried out.
Jacob Söderdahl - One of the best experts on this subject based on the ideXlab platform.
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The Strategic Direction of Swedish Regional Energy Companies : A study on how external and internal factors affects the strategy and decisions of six regional energy companies
2018Co-Authors: Jacob SöderdahlAbstract:The Strategic Direction of Swedish Regional Energy Companies : A study on how external and internal factors affects the strategy and decisions of six regional energy companies
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The Strategic Direction of Swedish RegionalEnergy Companies
2017Co-Authors: Jacob SöderdahlAbstract:The Swedish energy market consists of several different energy companies that possess different ownership structures. The Strategical Directions of the different energy companies are highly depende ...
Nicholas Oregan - One of the best experts on this subject based on the ideXlab platform.
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the importance of capabilities for Strategic Direction and performance
Management Decision, 2004Co-Authors: Nicholas Oregan, Abby GhobadianAbstract:This paper re‐visits the perennial question “Why do some firms perform better than others?” by focusing on the resource‐based view of strategy and in particular the role of generic organisational capabilities in the achievement of overall performance and competitive advantage. Presents findings based on data collected from 194 manufacturing small to medium‐sized enterprises. The analysis confirms the authors’ contention that generic organisational capabilities have a positive impact on strategy deployment and on the achievement of overall performance. The findings indicate that generic capabilities enable firms to manage for the future by focussing on customer’s needs and requirements, while at the same time managing crises and problems arising in their operating environment. A further analysis comparing the emphasis on generic capabilities by both high and low performing firms found that high‐performing firms emphasised capabilities to a far greater extent than low‐performing firms. This implies that generic capability is one of the main drivers of performance. The analysis suggests that firms seeking high overall performance would be well advised to ensure that they actively consider their generic capabilities as the basis of their Strategic Direction. In short, alignment of the generic capabilities and Strategic planning is a prerequisite for high performance.
Charles B Weinberg - One of the best experts on this subject based on the ideXlab platform.
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setting the Strategic Direction in a product service firm
Journal of Business Research, 1994Co-Authors: Mark Vandenbosch, Charles B WeinbergAbstract:Abstract Companies competing on a global basis increasingly need to decide whether competitive success requires them to emphasize product features or service. An increased emphasis on either of these components requires the development of unique skills and capabilities. While neither the product nor services can be neglected, setting resource allocation priorities often necessitates some trade-offs. To ensure the maximum impact of potential investments, a Strategic Direction needs to be set. The purpose of this research is to develop a model to help a firm determine the Strategic Direction it should pursue. Drawing on the optimal product positioning literature, the model uses an analytical approach to the resolution of the Strategic question of whether to invest in product or service improvements.
