Crafting Strategy Imaginatively:

Gibbert, Michael

doi:10.1016/j.emj.2004.09.030

Cited by 4 publications

(1 citation statement)

References 30 publications

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“…In this sense, the author believes that if the proposed theory if formally applied, because of the constructs it considers, the overall strategies of these firms should be enhanced. This is to say that the successful making of strategy requires a thorough examination of the firms' competences, capabilities and valuable intangible assets, with a comprehensive analysis of the outside company environment (Gibbert, 2004;Makadok and Barney, 2001); however in every case a key issue is to keep on the constant learning to face challenges with a better standing.…”

Section: Chapter Eightmentioning

confidence: 99%

A theory and its model to formulate business unit strategies within the knowledge economy context: nine textile -catalonian cases

Alonso Campos

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Esta tesis debe entenderse dentro del contexto de la economía del conocimiento. En este sentido la misma refleja varios aspectos que contribuyen a la ventaja competitiva de la firma; éstos son: 1) La misión y visión de las empresas investigadas. Aunque la mayor parte de las personas entrevistadas entienden dichos conceptos, éstos no se encuentran formalmente explicitados. 2) Ambas estrategias, la de operaciones e innovación, también son bien entendidas por las personas entrevistadas sin embargo, como el punto anterior, no están formalmente escritas pero en cambio si son brillantemente ejecutadas. 3) Las personas entrevistadas son totalmente capaces de identificar su ventaja competitiva y los activos intangibles más importantes que la convierten en sustentable. 4) Por lo anteriormente explicado, las personas entrevistadas están conscientes del siguiente hecho: sus activos más valiosos son sus empleados; sin el conocimiento de sus colaboradores la empresa se encuentra a la deriva. 5) Los puntos previamente enlistados enfatizan una idea fundamental: la confianza. Todos los entrevistados concuerdan que una parte importante del éxito en sus corporaciones es el capital social. Dicho activo se encuentra dentro, fuera o en ambas partes de la empresa. En otras palabras, el hombre por su naturaleza es un ser social el cual no puede vivir y prosperar sus cualidades por sí mismo, (ConcilioII, 1965) así pues, una vez que la confianza ha sido experimentada, los beneficios se materializan. 6) Debido a los puntos anteriores, las personas entrevistadas concluyeron que si utilizasen la teoría propuesta y su correspondiente modelo para formular estrategias, su proceso de formulación de estrategias mejoraría cualitativamente. 7) A pesar el punto anterior, las personas entrevistadas, conscientes del tamaño de su empresa, consideran que tanto el modelo como su teoría son demasiado grandes para ellos, sin embargo los constructos que componen dicha teoría y modelo tienen sentido. This thesis is understood within the context of the knowledge economy. In this sense this study reflects several matters that contribute to the firms' competitive advantage; these are: 1) The mission and vision of the interviewed companies. Even though most people know what these issues are, they are not formally stated. 2) Both strategies, operations and innovation, are also well known to the interviewed people yet, as with the previous point, they are not formally stated but pretty well executed. 3) The interviewed people are able to identify its competitive advantage and the main intangible assets that support it. 4) Because of the above, these persons are aware that their most valuable asset is that of their employees; without the knowledge inside the heads of their collaborators the company is lost. 5) The previous point signals trust. All the interviewed people acknowledge that an important part of their firms' success is social capital. This asset is inside, outside or on both sides of the firm. Put differently, man because of it's own nature is a social being that cannot live and prosper its qualities by itself (Concilio II, 1965) so once trust is fully exercised, benefits arrive. 6) Because of the previous issues, the interviewed people believe that if they were utilising the proposed theory and its model to formulate strategies, their overall strategy formulation process will be enhanced. 7) Despite point #6 the interviewed persons also acknowledge that, because of their company's size, the theory and its model are too big for them, but the constructs that build this theory appear sensible.

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Section: Chapter Eightmentioning

confidence: 99%

A theory and its model to formulate business unit strategies within the knowledge economy context: nine textile -catalonian cases

Alonso Campos

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Sustainable Competitive Advantage for Accountable Care Organizations

Macfarlane¹

2014

Journal of Healthcare Management

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Organizational strategic learning capability: exploring the dimensions

Moon

Ruona

Valentine

2017

EJTD

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How to build and enhance the strategic learning capability of an organization becomes crucial to both research and practice. This study was designed to conceptualize strategic learning capability by translating and interpreting the related literature to develop empirical dimensions that could be tested and used in a survey instrument. The resulting survey instrument included fifty-nine items that were developed through a review of the literature, a brainstorming session of HRD practitioners, and communications with experts in the field and committee members. Based on responses on a five-point performance scale, strategic learning capability items were identified and prioritized, and seven dimensions were discovered: (1) External Focus, (2) Strategic Dialogue, (3) Strategic Engagement, (4) Customer-Centric Strategy, (5) Disciplined Imagination, (6) Experiential Learning, and (7) Reflective Responsiveness.

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Crafting Strategy Imaginatively:

Cited by 4 publications

References 30 publications

A theory and its model to formulate business unit strategies within the knowledge economy context: nine textile -catalonian cases

A theory and its model to formulate business unit strategies within the knowledge economy context: nine textile -catalonian cases

Sustainable Competitive Advantage for Accountable Care Organizations

Organizational strategic learning capability: exploring the dimensions

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