Strategy formulation and implementation in turbulent business envirnments
- Autores: Bian Dong
- Directores de la Tesis: Joan Enric Ricart i Costa (dir. tes.)
- Lectura: En la Universidad de Navarra ( España ) en 2006
- Idioma: español
- Tribunal Calificador de la Tesis: Rafael Andreu Civit (presid.), Pablo Emilio Garcia Ruiz (secret.), Joan Mundet (voc.), Miquel Canela (voc.), Ramón Casadesus-Masanell (voc.)
- Materias:
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- Resumen
STRATEGY FORMULATION AND IMPLEMENTATION IN TURBULENT BUSINESS ENVIRONMENTS RESUMEN: As the world economy goes turbulent, how to formulate and implement a competitive strategy in fast-paced business contexts and sustain an organization's development is becoming central in the field of strategic management, in this thesis, we try to examine this issue from three perspectives: reviewing the literatures of organizational form and strategic management on organizations in turbulent environments, in chapter one, we first situate our study in the academic world and put forward that it is necessary to theoretically reconsider the organizational form in this special context. And there is a need to recognize the value of the intermediate state of resources i strategy formulation and implementation. New models of organizations and strategy formulation are tentatively established. We ground the strategy model in a longitudinal study on the success of China's household appliance industry' competing against their foreign counterparts; in chapter two, we further investigate 40 Chínese household appliance manufacturers' activities. combined with 50 persons' interview information, the analysis show that the successful companies actual1 y stratify their strategies, create and amplify new strategic assets, and try to embed themselves into organizational contexts to mi grate their competitive advantages and maintain the momentum for changes; in chapter three, we use "feedback delay" to differentiate resources from temporal perspective. Simulating different feedback-delayed strategic factors in the decision making processes, we stress that considering both long-termed and short-termed strategic factors will endow the firm with the best performance, i the industrial turbulence is not strong enough to make it bankrupt before the firm reaches the sticking point. Adjusting the composition of the strategic factors in a firm's strategy formulation agenda can influence the firm performance and be more effective than changing the degree of complexity among strategic factors
