Strategy and Organisation
Erstellt @October 11, 2023 12:28 PM
Tags
This summary contains all lecture material and articles of the PreMaster course
Strategy and Organisation.
Week 1 Week 2 Week 3
Week 4 Week 5 Week 6
Articles
Name Week
Stoelhorst, 2008, Thinking about Strategy Week 1
Porter, 1979, How competitive forces shape strategy Week 1
Barney, 1991, Firm resources and sustained competitive advantage Week 1
Baden-Fuller & Stopford, 1992, The firm matters, not the industry Week 1
Hedley, 1977, Strategy and the “business portfolio” Week 2
Porter, 1987, From competitive advantage to corporate strategy Week 2
Parahalad & Hamel, 1990, The core competence of the corporation Week 2
Hax and Majluf (1991), A formal strategic planning process Week 3
Mintzberg, 1994: The fall and rise of strategic planning Week 3
Grant, 2003, Strategic Planning in a Turbulent Environment: Evidence from the Oil Majors Week 3
VIDEO: Strategy as simple rules Week 3
Eisenhardt, Zbaracki (1992) Strategic decision making Week 4
Hambrick, D.C. and P.A. Mason (1984), The organization as a reflection of its top managers Week 4
Quinn (1989) Logical incrementalis Week 4
Mintzberg, H., B. Ahlstrand and J. Lampel (1998), Strategy as cognition Week 4
Strategy and Organisation 1
, Name Week
Miles et al. (1978), Organizational strategy, structure, and process Week 5
Romanelli & Tushman, 1994, Organizational transformation as punctuated equilibrium: An
Week 5
empirical test
Ghemawat, 2003, The forgotten strategy Week 5
Kaplan, R.S. and D.P. Norton (2000), Having trouble with your strategy? Then map it Week 6
Strategic implementation: Five approaches to an elusive phenomenon Week 6
Van de Ven & Sun (2011), Breakdowns in Implementing Models of Organization Change Week 6
Mintzberg, H. and J. Lampel (1999), Reflecting on the strategy process Week 6
Strategy and Organisation 2
,Week 1
The Theory
Strategy includes the three aspects content, process and context
content: what is a good strategy?
process: how do strategies come into being in organizations?
context: does the content or process of strategy depend on the type of organization, the in
environment etc.?
In strategic theory, there are different schools, that can be attributed to the different aspects
Competitive Strategy
strategy is about how to develop products, how to outperform competitors, which markets to en
organizational change, how to create synergies, who to cooperate with or how to deal with envi
a strategy is a plan of actions about how to reach a goal
usually with a limited time horizon
Goal = value creation and be unique as a firm can be done by..
Individual level = talent (rather than strategy → talent leads to value creation
firm level = assets (rather than strategy)
→ firms with the most (talent / asset) will create more value than its competitors
the relationship between acquisitions and firm performance is negative
, Why, how and when do some firms outperform / outcompete others?
Why, how, and when does a firm that outperforms / outcompetes others do so consistently?
Theories of strategy
Theories of strategy describe when, how, and why a plan of action leads to value creation
firm that creates the most value outperforms / outcompetes other firms
A competitive strategy is a strategy at company (business unit) level.
There are two dominant theoretical approaches to competitive strategy:
1. Positioning School Porter (Porter, 1979)
2. Resource-based view (Barney, 1991)
Porter and positioning school
Porter’s main insight: There must be more to the environment than prices! Firms will realize sup
why do some firms perform better than others?
because of selected favorable positions in attractive industries, supported by generic strate
assumption: every industry has an underlying competitive structure and the essence of stra
comping with competition
Porters strategy lies on the theory of structure
Erstellt @October 11, 2023 12:28 PM
Tags
This summary contains all lecture material and articles of the PreMaster course
Strategy and Organisation.
Week 1 Week 2 Week 3
Week 4 Week 5 Week 6
Articles
Name Week
Stoelhorst, 2008, Thinking about Strategy Week 1
Porter, 1979, How competitive forces shape strategy Week 1
Barney, 1991, Firm resources and sustained competitive advantage Week 1
Baden-Fuller & Stopford, 1992, The firm matters, not the industry Week 1
Hedley, 1977, Strategy and the “business portfolio” Week 2
Porter, 1987, From competitive advantage to corporate strategy Week 2
Parahalad & Hamel, 1990, The core competence of the corporation Week 2
Hax and Majluf (1991), A formal strategic planning process Week 3
Mintzberg, 1994: The fall and rise of strategic planning Week 3
Grant, 2003, Strategic Planning in a Turbulent Environment: Evidence from the Oil Majors Week 3
VIDEO: Strategy as simple rules Week 3
Eisenhardt, Zbaracki (1992) Strategic decision making Week 4
Hambrick, D.C. and P.A. Mason (1984), The organization as a reflection of its top managers Week 4
Quinn (1989) Logical incrementalis Week 4
Mintzberg, H., B. Ahlstrand and J. Lampel (1998), Strategy as cognition Week 4
Strategy and Organisation 1
, Name Week
Miles et al. (1978), Organizational strategy, structure, and process Week 5
Romanelli & Tushman, 1994, Organizational transformation as punctuated equilibrium: An
Week 5
empirical test
Ghemawat, 2003, The forgotten strategy Week 5
Kaplan, R.S. and D.P. Norton (2000), Having trouble with your strategy? Then map it Week 6
Strategic implementation: Five approaches to an elusive phenomenon Week 6
Van de Ven & Sun (2011), Breakdowns in Implementing Models of Organization Change Week 6
Mintzberg, H. and J. Lampel (1999), Reflecting on the strategy process Week 6
Strategy and Organisation 2
,Week 1
The Theory
Strategy includes the three aspects content, process and context
content: what is a good strategy?
process: how do strategies come into being in organizations?
context: does the content or process of strategy depend on the type of organization, the in
environment etc.?
In strategic theory, there are different schools, that can be attributed to the different aspects
Competitive Strategy
strategy is about how to develop products, how to outperform competitors, which markets to en
organizational change, how to create synergies, who to cooperate with or how to deal with envi
a strategy is a plan of actions about how to reach a goal
usually with a limited time horizon
Goal = value creation and be unique as a firm can be done by..
Individual level = talent (rather than strategy → talent leads to value creation
firm level = assets (rather than strategy)
→ firms with the most (talent / asset) will create more value than its competitors
the relationship between acquisitions and firm performance is negative
, Why, how and when do some firms outperform / outcompete others?
Why, how, and when does a firm that outperforms / outcompetes others do so consistently?
Theories of strategy
Theories of strategy describe when, how, and why a plan of action leads to value creation
firm that creates the most value outperforms / outcompetes other firms
A competitive strategy is a strategy at company (business unit) level.
There are two dominant theoretical approaches to competitive strategy:
1. Positioning School Porter (Porter, 1979)
2. Resource-based view (Barney, 1991)
Porter and positioning school
Porter’s main insight: There must be more to the environment than prices! Firms will realize sup
why do some firms perform better than others?
because of selected favorable positions in attractive industries, supported by generic strate
assumption: every industry has an underlying competitive structure and the essence of stra
comping with competition
Porters strategy lies on the theory of structure
