Adding value to strategic management in organizations: the multiple roles of strategic planners
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| Format: | Abschlussarbeit Buch |
| Sprache: | English |
| Veröffentlicht: |
1999
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| Schlagworte: | |
| Online-Zugang: | Inhaltsverzeichnis |
| Beschreibung: | VII, 303 S. graph. Darst. |
Internformat
MARC
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Datensatz im Suchindex
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| adam_text | i
Tableof Contents
Table of Contents i
List of Figures v
List of Tables vi
Preface vii
1 INTRODUCTION 1
1.1 Introducing the Research Problem 2
1.2 Research Objectives 6
1.3 Research Approach 9
1.3.1 Scientific Approach 9
1.3.2 Structural Approach 11
1.4 Research Motivation Evolution of Strategic Planners 12
1.4.1 The 1960s 14
1.4.2 The 1970s 16
1.4.3 The 1980s 17
1.4.4 The 1990s 21
1.4.5 Summary: Current Challenges for Strategic Planners 24
2 OVERVIEW OF THE MULTIPLE ROLE FRAMEWORK 28
2.1 The Value Adding Dimensions 28
2.2 The Variables 31
2.3 Outlining Strategic Planners Roles in the Framework 34
2.3.1 Process Roles 34
2.3.2 Content Roles 35
2.3.3 Context Roles 35
2.4 IMPLICATIONS OF THE MULTIPLE ROLE MODEL 36
ii
3 PROCESS ROLES DEFINED 40
3.1 CATALYST 41
3.1.1 Creating Awareness and Commitment for Strategy Making 42
3.1.2 Storytelling front Within and Without 49
3.1.3 Facilitating Strategie Thinking 54
3.1.4 Strategie Questioning 56
3.2 ARCHITECT 71
3.2.1 Participants 72
3.2.2 Activities and Elements 77
3.2.3 Timing 80
3.2.4 Resources and Tools 83
3.2.5 Procedure and Behaviour 87
3.2.6 Summary of Design hsues 92
3.3 Coach 93
3.3.1 The Need to Develop Strategie Managers 94
3.3.2 Approaches to Developing Strategie Managers 95
3.4 Summary of Process Roles 102
4 CONTENT ROLES DEFINED 103
4.1 Sparring Partner 104
4.1.1 Sparring for Evaluating Strategie Plans and Ideas 108
4.1.2 Sparring for Selling Strategie Plans and Ideas 111
4.2 Summary 114
5 CONTEXT ROLES DEFINED 115
5.1 Analyst 116
5.1.1 The Nature and Process of Strategie Analysis 118
5.1.2 External Strategie Analysis 122
5.1.3 Infernal Strategie Analysis 125
5.1.4 Analysis of Strategie Management Theory and Practice 127
5.2 CONNECTOR 132
5.2.1 Managing Strategy Task Forces 133
5.2.2 Establishing a Strategist Community 136
5.3 Summary ofContext Roles 142
iii
6 MANAGING THE STRATEGIC PLANNING DEPARTMENT 143
6.1 VlSIONING 144
6.2 ANALYZING 145
6.2.1 Internal Market Research 145
6.2.2 Benchmarking 148
6.2.3 Assessing Staff Competencies 149
6.3 Deciding on Key Success Factors 153
6.3.1 Delivery and Charging Modes 153
6.3.2 Improving Competencies 156
6.4 Promoting the Services 157
6.5 Measuring the Value Added Effects 158
6.6 Summary 163
7 CONCLUSIONS AND IMPLICATIONS FOR THE EMPIRICAL
STUDY..... 165
8 RESEARCH METHODOLOGY 168
8.1 Case Study Research 168
8.1.1 Case Study Design 770
8.1.2 Data Collection 172
8.1.3 Data Analysis 175
8.1.4 Writing the Report 175
8.1.5 Validity Concerns 176
8.2 Focus Group Research 177
8.2.1 Participant Selection and Group Size 779
8.2.2 Site Selection 780
8.2.3 Recruitment Procedure 780
8.2.4 Level of Group Structure 181
8.2.5 Moderator Involvement 787
8.2.6 Structure and Contents 182
8.2.7 Data Collection and Analysis 184
8.2.8 Writing the Report 784
iv
9 RESEARCH FINDINGS 185
9.1 Case Study Research l8^
9.1.1 Bosch und Siemens Hausgerate GmbH (BSH) 186
9.1.2 BMW. I95
9.1.3 Bayer 203
9.1.4 NorskHydro 272
9.7.5 Philips 279
9.7.6 Cross Case Analysis 225
9.2 The Focus Group Research 228
9.2.7 Results of the Issue Mapping Tasks 228
9.2.2 Thoughts on Improving Strategy Practices 231
9.2.3 Thoughts On The Value Adding Strategic Planning Department.... 235
9.2.4 Summary 244
10 CONCLUSIONS, LIMITATIONS AND IMPLICATIONS 246
70.7.7 Synthesis of Results 246
10.1.2 Limitations 248
10.1.3 Implications for Theory 249
10.1.4 Implications for Practice 253
11 REFERENCES 256
12 APPENDICES 289
V
List of Figures
Figure 2.1: Outline of the Theoretical Framework 34
Figure 2.2: Mapping current activities and quality 37
Figure 3.1: The Structure of Arguments 61
Figure 3.2: The Quantitative Argument 64
Figure 3.3. The Qualitative Argument 64
Figure 3.4: Basic Model of a Strategic Process 78
Figure 3.5: Tool Usage and Satisfaction 85
Figure 3.6: Approaches to Develop Strategic Managers 977
Figure 5.1: The CIA Intelligence Cycle 119
Figure 5.2: Information Sources for Strategic Management Innovations 128
Figure 5.3: Strategic Planners as Connectors 132
Figure 5.4: Interactions in a Strategist Community 139
Figure 6.1: Relationships between Planner and Manager 155
Figure 6.2: Evaluation Model 159
Figure 8.1: Case Study Method 171
Figure 9.1: Responsibilities of the BSH planning department 187
Figure 9.2: The Planning Process at BMW 197
Figure 9.3: Structure of the Corporate Planning Department 203
Figure 9.4: The Pressure for Change in Strategy Departments 241
vi
List of Tables
Table 1.1: Planners employed in the oil industry 2
Table 1.2: Roles and Labels for Planners 7
Table 1.3: Chronology of Headlines on Planners 13
Table 1.4: Evolution of Strategic Management and Planner 24
Table 3.1: Stereotypes of Strategy 44
Table 3.2.: Examples of Innovative Strategy Making Stories 52
Table 3.3: Strategic Questioning 59
Table 3.4: Roles and Responsibilities in the Strategic Process 74
Table 3.5: Advantages and Disadvantages of Modelling 80
Table 3.6: Summary of Strategic Process Design Options 92
Table 3.7: Summary of Process Roles 102
Table 4.1. Summary of Content Roles 114
Table 5.1: Different Outcomes of Strategic Analysis 120
Table 5.2: Strategic Information Needs 123
Table 5.3: Tools and Techniques for External Strategic Analysis 125
Table 5.4: Tools for Internal Strategic Analysis 127
Table 5.5: Applicability of Strategic Management Practices and 131
Table 5.6. Team tasks and composition based on different strategy context 135
Table 5.7: Summary of Context Roles 142
Table 6.1: Customer Analysis Worksheet 147
Table 6.2: Content of a Strategic Plan for the Planning Department 164
Table 7.1: Summary of the Multiple Role Model 166
Table 8.1: Case Companies1 Profiles 1998 172
Table 8.2: Structure and Content of the Focus Group Event 182
Table 9.1: Premises and objectives in the BMW planning process 196
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| indexdate | 2024-07-09T18:35:51Z |
| institution | BVB |
| language | English |
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| physical | VII, 303 S. graph. Darst. |
| publishDate | 1999 |
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| spelling | Kleine, Dirk Verfasser aut Adding value to strategic management in organizations the multiple roles of strategic planners vorgelegt von Dirk Kleine 1999 VII, 303 S. graph. Darst. txt rdacontent n rdamedia nc rdacarrier St. Gallen, Univ., Diss., 1999 Strategisches Management / Strategische Unternehmensplanung / Theorie / Welt Strategisches Management (DE-588)4124261-0 gnd rswk-swf Strategische Planung (DE-588)4309237-8 gnd rswk-swf (DE-588)4113937-9 Hochschulschrift gnd-content Strategisches Management (DE-588)4124261-0 s Strategische Planung (DE-588)4309237-8 s DE-604 HBZ Datenaustausch application/pdf http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=008786956&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA Inhaltsverzeichnis |
| spellingShingle | Kleine, Dirk Adding value to strategic management in organizations the multiple roles of strategic planners Strategisches Management / Strategische Unternehmensplanung / Theorie / Welt Strategisches Management (DE-588)4124261-0 gnd Strategische Planung (DE-588)4309237-8 gnd |
| subject_GND | (DE-588)4124261-0 (DE-588)4309237-8 (DE-588)4113937-9 |
| title | Adding value to strategic management in organizations the multiple roles of strategic planners |
| title_auth | Adding value to strategic management in organizations the multiple roles of strategic planners |
| title_exact_search | Adding value to strategic management in organizations the multiple roles of strategic planners |
| title_full | Adding value to strategic management in organizations the multiple roles of strategic planners vorgelegt von Dirk Kleine |
| title_fullStr | Adding value to strategic management in organizations the multiple roles of strategic planners vorgelegt von Dirk Kleine |
| title_full_unstemmed | Adding value to strategic management in organizations the multiple roles of strategic planners vorgelegt von Dirk Kleine |
| title_short | Adding value to strategic management in organizations |
| title_sort | adding value to strategic management in organizations the multiple roles of strategic planners |
| title_sub | the multiple roles of strategic planners |
| topic | Strategisches Management / Strategische Unternehmensplanung / Theorie / Welt Strategisches Management (DE-588)4124261-0 gnd Strategische Planung (DE-588)4309237-8 gnd |
| topic_facet | Strategisches Management / Strategische Unternehmensplanung / Theorie / Welt Strategisches Management Strategische Planung Hochschulschrift |
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