“We Don’t Need No Education”—Or Do We? Management Education and Alumni Adoption of Strategy Tools

Jarzabkowski, Paula; Giulietti, Monica; Oliveira, Bruno; Amoo, Nii

doi:10.1177/1056492612460588

Cited by 62 publications

(67 citation statements)

References 95 publications

(184 reference statements)

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“…Improving the quality and application of strategic management education is seen as one way to enhance management practice (Baldridge et al, 2004;Bower, 2008;Grant, 2008;Ghoshal and Moran, 1996;Jarzabkowski and Whittington, 2008;Prahalad and Hamel, 1994;Whittington et al, 2003, as cited by Jarzabkowski, Giulietti, Oliveira andAmoo, 2012). So, the use of SMTTs in organizations should be seen in practice-based context.…”

Section: Although the Resulting Operational Improvements Have Oftenmentioning

confidence: 99%

“…There have been many calls from academics to review the role and importance of SMTTs (Clark, 1997;Frost, 2003;Barney and Clark, 2007;Gunn and Williams, 2007;Jarzabkowski et al, 2012;Tassabehji and Isherwood, 2014). According to Knott (2006), the role of SMTTs is: "a guide to thinking and a starting point for structuring strategic management activity."…”

Section: Theoretical Insightsmentioning

confidence: 99%

“…Afonina and Chalupsky (2012) emphasized that the SMTTs are various tools that support managers in all stages of strategic management -from strategic analysis to the selection of the strategy and its implementation, in order to improve deficiencies in the organization to achieve better performance. Jarzabkowski et al (2012) provided evidence from a large-scale survey (1407 respondents) on business school alumni' patterns of adoption of those tools, techniques and frameworks typically taught within strategic management education. The results of this study clearly indicated a strong impact of management education in the workplace practice of business school alumni.…”

Section: Theoretical Insightsmentioning

confidence: 99%

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Strategic Management Tools and Techniques Usage: a Qualitative Review

Qehaja¹,

Kutllovci²,

Pula³

2017

Acta Univ. Agric. Silvic. Mendelianae Brun.

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This paper is one of the few studies to review the empirical literature on strategic management tools and techniques usage. There are many techniques, tools and methods, models, frameworks, approaches and methodologies, available to support strategic managers in decision making. They are developed and designed to support managers in all stages of strategic management process to achieve better performance. Management schools provide knowledge of these tools. But their use in organizations should be seen in practice-based context. Consequently, some questions arise: Do they use these strategic tools and techniques in their workplace? Which strategic tools and techniques are used more in organizations? To answer these questions we have made a review of empirical studies using textual narrative synthesis method. Initially, this study presents a tabulation with a summary of empirical research for the period 1990-2015. The included studies are organized clustering them by enterprise size and sector and by country level development. A synopsis of the ten most used strategic tools and techniques worldwide resulted as follows: SWOT analysis, benchmarking, PEST analysis, "what if" analysis, vision and mission statements, Porter's five forces analysis, business financial analysis, key success factors analysis, cost-benefit analysis and customer satisfaction.

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Section: Although the Resulting Operational Improvements Have Oftenmentioning

confidence: 99%

Section: Theoretical Insightsmentioning

confidence: 99%

Section: Theoretical Insightsmentioning

confidence: 99%

See 1 more Smart Citation

Strategic Management Tools and Techniques Usage: a Qualitative Review

Qehaja¹,

Kutllovci²,

Pula³

2017

Acta Univ. Agric. Silvic. Mendelianae Brun.

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“…Ao colocar um software nessa condição o estudo aqui proposto envolve aspectos como a discussão sobre "quem usa" (JARZABKOWSKI et al, 2013) a ferramenta e o uso dessa ferramenta na busca por aumentar a eficiência (SANCHIS; CAMPOS; MOHEDANO, 2013).…”

Section: Ferramentas Estratégicas E Suas Transformaçõesunclassified

“…Com base no que foi aqui apresentado expandimos esse entendimento para a compreensão de que a escolha pautada pelas construções sociais de quem seleciona a ferramenta será mediada pelos interesses do ator ou grupos sociais que a escolhem, articuladas na relação entre contextos internos (acordos, conflitos e imposições institucionais) e contextos externos (ambiente -a família, concorrentes e fornecedores). Ou seja, evidenciamos razões específicas, socialmente construídas, para a práticas da escolha da ferramenta (JARZABKOWSKI et al, 2013).…”

Section: Considerações Finaisunclassified

A Transformação Social De Uma Ferramenta Estratégica Em Uma Organização Familiar Brasileira

Cardoso

Silva

2017

REAd. Rev. eletrôn. adm. (Porto Alegre)

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RESUMOO objetivo deste artigo é compreender o fenômeno de transformação de um software, com potencial para ser uma ferramenta estratégica, pelas construções sociais dos atores inseridos em uma organização familiar brasileira. Defende-se que as ferramentas estratégicas podem ser transformadas pelas construções sociais de seus usuários articuladas nos contextos em que estão inseridos. Para compreender o fenômeno dessas transformações nas ferramentas estratégicas, discute-se a temática da construção social nas organizações, reconhecendo as implicações das especificidades sociais das organizações familiares. Esta pesquisa trouxe uma abordagem fenomenológica do mundo social de Schütz. O lócus do estudo foi uma organização familiar do setor de vendas de equipamentos comerciais no estado do Espírito Santo -Brasil. A coleta de dados se deu a partir de dezessete entrevistas semiestruturadas, observação participante e pesquisa documental. A análise dos dados foi inspirada no método fenomenológico. A justificativa deste trabalho está em contribuir para preencher lacunas de pesquisa sobre a transformação das ferramentas estratégicas no "fazer estratégia" em uma ótica socialmente construída, por meio de articulações teóricas e empíricas. Como resultados, questões como o despreparo, o feeling, as redes de motivos e interesses, as imposições, as heranças do contexto, as tentativas (d)e manutenção de práticas, a experiência de vida do indivíduo e interesses organizacionais, entre outras, evidenciaram que as transformações da ferramenta foram causadas pelas redes de motivos e interesses, tanto institucionais quanto específicos dos atores sociais, imersos em construções sociais no contexto.Palavras-chave: Construção Social. Ferramentas Estratégicas. Fenomenologia. Organizações Familiares. THE SOCIAL TRANSFORMATION OF A POTENTIALY STRAEGIC TOOL IN A BRAZILIAN FAMILY ORGANIZATION ABSTRACTThe purpose of this article is to understand the phenomenon of transformation of a software with the potential to be a strategic tool, by the social constructions of actors in a family 1 Recebido em 18/06/2015; aprovado em 21/09/2017.

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Conceptualizing and measuring strategy implementation: A multidimensional view

et al. 2019

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When it comes to strategy making and strategy implementation, although it is acknowledged that the biggest challenge is the implementation, most of the literature tends to focus more on the strategy making part. Just like how the strategy implementation part of the strategy process has received little attention in the strategic planning literature, equally there are not much research devoted to developing measures for studying this important management process and practice. Through quantitative methodological approaches for studying the strategic management and planning process, and analysis of data from 208 senior managers involved in strategy processes within ten UK industrial sectors, this paper addresses this void by presenting evidence on the measurement properties of a multi‐dimensional instrument that assesses ten dimensions of strategy implementation. Using exploratory factor analysis, results indicate the sub‐constructs (the ten dimensions) are uni‐dimensional factors with acceptable reliability and validity. Furthermore, using three additional measures, a correlation and hierarchical regression analysis,the nomological validity for the multi‐dimensional strategy implementation construct was also established. Relative importance of ten strategy implementation dimensions (activities) for practising managers is highlighted, with the mutually and combinative effects and drawing conclusion that senior management involvement leads the way among the ten key identified activities vital for successful strategy implementation.

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“We Don’t Need No Education”—Or Do We? Management Education and Alumni Adoption of Strategy Tools

Abstract: This is the accepted version of the paper.This version of the publication may differ from the final published version. Permanent repository link

Cited by 62 publications

References 95 publications

Strategic Management Tools and Techniques Usage: a Qualitative Review

Strategic Management Tools and Techniques Usage: a Qualitative Review

A Transformação Social De Uma Ferramenta Estratégica Em Uma Organização Familiar Brasileira

Conceptualizing and measuring strategy implementation: A multidimensional view

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