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How are Methodologies and Tools Framing Managers' Strategizing Practice in Competitive Strategy Development?

机译：在竞争性战略制定中如何为经理制定战略规划的方法和工具？

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摘要

Criticisms have been levelled at the use of traditional strategic tools such as SWOT, PEST and BCG in contemporary business environments. In light of these criticisms, the objective of this research is to understand how senior executives engage with methodologies and tools as they develop competitive strategy. Within a broader strategy-as-practice approach, we use an activity theory framework to capture strategizing insights of senior executives in the UK responsible for competitive strategy. Our sample includes executives leading manufacturing organizations embedded in networks and CEOs reported in the financial press as adopting innovative business models. Our data suggest there is no one preferred practice approach by these highly regarded executives. Rather, methods and tools are adapted as they are contextualized in alternative practices. Three dominant strategizing practice models emerged from the data reflecting alternative applications of methodologies and tools. The first model captures routinized behaviour adopted by those who view their future as predictable, and an extension of the current environment. The second model posits reflective interaction between the strategist, organizational processes, culture, relationships and practice, and the final model shows an imposed engagement with strategizing methodologies and tools that bypass the organization's collective structures. These practice models suggest strategy leaders' activities depend upon their interpretation of the operating environment.
机译：批评已集中在当代商业环境中使用诸如SWOT，PEST和BCG等传统战略工具。鉴于这些批评，本研究的目的是了解高级主管在制定竞争策略时如何与方法和工具互动。在更广泛的“按策略实施”方法中，我们使用活动理论框架来捕获负责竞争战略的英国高级管理人员的战略见解。我们的样本包括嵌入网络中的领导制造组织的高管和财经媒体报道的采用创新业务模型的CEO。我们的数据表明，这些备受推崇的高管人员没有一种首选的实践方法。相反，方法和工具会在替代实践中根据情况进行调整。从数据中得出了三个主要的战略制定实践模型，反映了方法和工具的替代应用。第一个模型捕获了那些将自己的未来视为可预测的人以及当前环境的扩展者所采用的常规行为。第二个模型提出了战略家，组织过程，文化，关系和实践之间的反思性互动，最后一个模型显示了与绕过组织的集体结构的战略方法和工具的强加参与。这些实践模型表明，战略领导者的活动取决于他们对运营环境的解释。

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  • 来源
    《British Journal of Management》 |2010年第1期|p.28-43|共16页
  • 作者

    Denise Jarratt; David Stiles;

  • 作者单位

    School of Marketing and Management, Faculty of Business, Charles Sturt University, Bathurst 2795, Australia;

    Department of Management, College of Business and Economics, University of Canterbury, Christchurch, New Zealand;

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