Identity and strategy: how individual visions enable the design of a market strategy that works
Gespeichert in:
| 1. Verfasser: | |
|---|---|
| Format: | Buch |
| Sprache: | English |
| Veröffentlicht: |
Cheltenham, UK ; Northampton, MA, USA
Edward Elgar
2006
|
| Schlagworte: | |
| Online-Zugang: | Inhaltsverzeichnis |
| Beschreibung: | Includes bibliographical references (p. 196-219) and index |
| Beschreibung: | XVIII, 232 S. ill. 24 cm |
| ISBN: | 1845423100 9781845423100 |
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| 245 | 1 | 0 | |a Identity and strategy |b how individual visions enable the design of a market strategy that works |c Olaf G. Rughase |
| 264 | 1 | |a Cheltenham, UK ; Northampton, MA, USA |b Edward Elgar |c 2006 | |
| 300 | |a XVIII, 232 S. |b ill. |c 24 cm | ||
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Datensatz im Suchindex
| _version_ | 1804137171274170368 |
|---|---|
| adam_text | Contents
Figures ix
Tables and boxes x
Acknowledgements xi
Foreword by Anne Sigismund Huff xiii
Resurrecting the future of strategy consulting by Franz Liebl xvii
Introduction 1
1 Identity as a blind spot in strategy making 6
2 What is organizational identity? 15
2.1 Theoretical foundations 15
2.2 Organizational identity and related concepts 19
3 Identity and strategy: a dynamic framework for connecting
the past with the future 26
3.1 Strategy: a customer oriented definition and its link to
organizational identity 26
3.2 Current organizational identity within the context of
strategy 29
3.2.1 Influences on intended strategic actions and
interactions 32
3.2.2 Actions and interactions shape cognition 35
3.2.3 Current organizational identity and inertia 38
3.3 Desired organizational identity within the context of
strategy 40
3.3.1 Desired identities are realistic visions of the
organization s future 40
3.3.2 The future identity state within the context of
strategy 43
3.4 A dynamic framework: desired identity as a source and
strong driver of motivation and change 47
4 The impact of desired identities: what does it mean for
strategy making in practice? 53
4.1 A new starting point for strategy making: developing a
consensually shared desired identity 54
V
vi Contents
4.1.1 The contest for an organizational future: conflicts
in strategy making 55
4.1.2 Valuing desired identities: a new starting point
for strategy making 57
4.1.3 Reinforcing reasons for a new starting point: two
approaches that deserve a closer look 58
4.2 A new measure for strategy making: challenging and
evolving a shared desired identity to reach a viable
market strategy 67
4.3 A need to achieve creativity and attainability in strategy
making 71
4.4 A need for facilitators in strategy making: task and roles 76
5 How to evolve a desired and attainable market strategy:
designing a strategy making process 83
5.1 Five core processes: integrating organizational identity
and its impacts into strategy making 83
5.2 Operational issues of strategy making: another blind
spot in strategic management 87
6 Designed strategy making in practice: a case study 92
6.1 Company and problem description 93
6.2 First core process: creating a shared desired
organizational identity 96
6.2.1 Interviews with each member of the JOURNAL
strategy team 97
6.2.2 Theoretical and practical background for
confidential interviews 101
6.2.3 The first workshop of the JOURNAL strategy
team 107
6.2.4 Theoretical and practical background for the first
workshop 112
6.3 Second core process: building future scenarios from the
customer s perspective 120
6.3.1 Determining customers of JOURNAL S shared
desired identity 120
6.3.2 Building future scenarios for retailers and
manufacturers 121
6.3.3 Theoretical and practical background for
building future scenarios 128
6.4 Third core process: detecting critical customer needs 134
6.4.1 Detecting critical customer needs for retailers
and manufacturers 135
Contents vii
6.4.2 Theoretical and practical background for
detecting critical customer needs 137
6.5 Fourth core process: matching a shared desired identity
with detected critical customer needs in a competitive
environment 140
6.5.1 Construing an image of JOURNAL and images
of current/potential competitors 141
6.5.2 Theoretical and practical background for
construing images 145
6.5.3 Matching a shared desired identity with critical
customer needs in a competitive environment 151
6.5.4 Theoretical and practical background for the
challenging match 156
6.6 Fifth core process: formulating and designing a desired
and attainable market strategy 160
6.6.1 Formulating a future market strategy that
expresses a shared desired identity 160
6.6.2 Theoretical and practical background for
formulating a market strategy 167
6.6.3 Designing the substance of a desired and
attainable market strategy 175
6.6.4 Theoretical and practical background for
designing the strategy s substance 178
6.6.5 Linking deliberate strategy making to continuous
learning 182
6.7 A brief epilogue: how JOURNAL went on with its
future market strategy 182
7 The impact of identity: lessons learned 185
7.1 The case study: review and lessons learned 185
7.2 Other experiences in practical strategy making processes 188
8 Conclusions 194
Bibliography 196
Index 221
Figures
1.1 Andrews s concept of corporate strategy 9
2.1 Hatch and Schultz s model of the relationship between
organizational culture, identity and image 24
3.1 Current organizational identity within the strategy context 30
3.2 From individually perceived organizational identities to a
collectively shared organizational identity 31
3.3 Hayashi s cyclical time concept 42
3.4 Desired (future) organizational identity within the strategy
context 44
3.5 Possible gaps and inconsistencies in a dynamic framework
of organizational identity within the strategy context 48
4.1 The traditional paradigm of problem solving in
organizations and the paradigm of appreciative inquiry 61
4.2 Finke s four general, conceptual domains into which new
ideas can be classified 74
4.3 Identity gap and probability of change acceptance 75
5.1 Basic design of strategy making process and its five core
processes 85
5.2 Basic design of strategy making process and its relations
to elements of the framework of desired organizational
identity within the strategy context 86
6.1 The aggregated shared desired organizational identity of
JOURNAL 110
6.2 Relationship diagram of a future scenario from the
retailer s perspective 126
6.3 Relationship diagram of a future scenario from the
manufacturer s perspective 12
6.4 Industry and socio cultural trends in the worlds of the
customer and common problems in trend monitoring
and analysis 131
6.5 Abell s definition of a market 149
6.6 Basic strategic value matrix of JOURNAL 153
6.7 Strategic value matrix of JOURNAL (retailers) in a
competitive environment ^
6.8 Basic strategic value matrix
ix
Tables and boxes
TABLES
4.1 Characteristics of an effective facilitator by Taket and White 78
4.2 Different guises for facilitation by Taket and White 80
5.1 Proposal for a detailed and practical design of a strategy
making process 89
6.1 Critical customer needs of retailers and manufacturers 136
BOXES
6.1 A comprehensive scenario story: the world of retailers 122
6.2 A comprehensive scenario story: the world of manufacturers 124
x
|
| adam_txt |
Contents
Figures ix
Tables and boxes x
Acknowledgements xi
Foreword by Anne Sigismund Huff xiii
Resurrecting the future of strategy consulting by Franz Liebl xvii
Introduction 1
1 Identity as a blind spot in strategy making 6
2 What is organizational identity? 15
2.1 Theoretical foundations 15
2.2 Organizational identity and related concepts 19
3 Identity and strategy: a dynamic framework for connecting
the past with the future 26
3.1 Strategy: a customer oriented definition and its link to
organizational identity 26
3.2 Current organizational identity within the context of
strategy 29
3.2.1 Influences on intended strategic actions and
interactions 32
3.2.2 Actions and interactions shape cognition 35
3.2.3 Current organizational identity and inertia 38
3.3 Desired organizational identity within the context of
strategy 40
3.3.1 Desired identities are realistic visions of the
organization's future 40
3.3.2 The future identity state within the context of
strategy 43
3.4 A dynamic framework: desired identity as a source and
strong driver of motivation and change 47
4 The impact of desired identities: what does it mean for
strategy making in practice? 53
4.1 A new starting point for strategy making: developing a
consensually shared desired identity 54
V
vi Contents
4.1.1 The contest for an organizational future: conflicts
in strategy making 55
4.1.2 Valuing desired identities: a new starting point
for strategy making 57
4.1.3 Reinforcing reasons for a new starting point: two
approaches that deserve a closer look 58
4.2 A new measure for strategy making: challenging and
evolving a shared desired identity to reach a viable
market strategy 67
4.3 A need to achieve creativity and attainability in strategy
making 71
4.4 A need for facilitators in strategy making: task and roles 76
5 How to evolve a desired and attainable market strategy:
designing a strategy making process 83
5.1 Five core processes: integrating organizational identity
and its impacts into strategy making 83
5.2 Operational issues of strategy making: another blind
spot in strategic management 87
6 Designed strategy making in practice: a case study 92
6.1 Company and problem description 93
6.2 First core process: creating a shared desired
organizational identity 96
6.2.1 Interviews with each member of the JOURNAL
strategy team 97
6.2.2 Theoretical and practical background for
confidential interviews 101
6.2.3 The first workshop of the JOURNAL strategy
team 107
6.2.4 Theoretical and practical background for the first
workshop 112
6.3 Second core process: building future scenarios from the
customer's perspective 120
6.3.1 Determining customers of JOURNAL'S shared
desired identity 120
6.3.2 Building future scenarios for retailers and
manufacturers 121
6.3.3 Theoretical and practical background for
building future scenarios 128
6.4 Third core process: detecting critical customer needs 134
6.4.1 Detecting critical customer needs for retailers
and manufacturers 135
Contents vii
6.4.2 Theoretical and practical background for
detecting critical customer needs 137
6.5 Fourth core process: matching a shared desired identity
with detected critical customer needs in a competitive
environment 140
6.5.1 Construing an image of JOURNAL and images
of current/potential competitors 141
6.5.2 Theoretical and practical background for
construing images 145
6.5.3 Matching a shared desired identity with critical
customer needs in a competitive environment 151
6.5.4 Theoretical and practical background for the
challenging match 156
6.6 Fifth core process: formulating and designing a desired
and attainable market strategy 160
6.6.1 Formulating a future market strategy that
expresses a shared desired identity 160
6.6.2 Theoretical and practical background for
formulating a market strategy 167
6.6.3 Designing the substance of a desired and
attainable market strategy 175
6.6.4 Theoretical and practical background for
designing the strategy's substance 178
6.6.5 Linking deliberate strategy making to continuous
learning 182
6.7 A brief epilogue: how JOURNAL went on with its
future market strategy 182
7 The impact of identity: lessons learned 185
7.1 The case study: review and lessons learned 185
7.2 Other experiences in practical strategy making processes 188
8 Conclusions 194
Bibliography 196
Index 221
Figures
1.1 Andrews's concept of corporate strategy 9
2.1 Hatch and Schultz's model of the relationship between
organizational culture, identity and image 24
3.1 Current organizational identity within the strategy context 30
3.2 From individually perceived organizational identities to a
collectively 'shared' organizational identity 31
3.3 Hayashi's cyclical time concept 42
3.4 Desired (future) organizational identity within the strategy
context 44
3.5 Possible gaps and inconsistencies in a dynamic framework
of organizational identity within the strategy context 48
4.1 The traditional paradigm of problem solving in
organizations and the paradigm of appreciative inquiry 61
4.2 Finke's four general, conceptual domains into which new
ideas can be classified 74
4.3 Identity gap and probability of change acceptance 75
5.1 Basic design of strategy making process and its five core
processes 85
5.2 Basic design of strategy making process and its relations
to elements of the framework of desired organizational
identity within the strategy context 86
6.1 The aggregated shared desired organizational identity of
JOURNAL 110
6.2 Relationship diagram of a future scenario from the
retailer's perspective 126
6.3 Relationship diagram of a future scenario from the
manufacturer's perspective 12'
6.4 Industry and socio cultural trends in the worlds of the
customer and common problems in trend monitoring
and analysis 131
6.5 Abell's definition of a market 149
6.6 Basic strategic value matrix of JOURNAL 153
6.7 Strategic value matrix of JOURNAL (retailers) in a
competitive environment '^
6.8 Basic strategic value matrix '"
ix
Tables and boxes
TABLES
4.1 Characteristics of an effective facilitator by Taket and White 78
4.2 Different guises for facilitation by Taket and White 80
5.1 Proposal for a detailed and practical design of a strategy
making process 89
6.1 Critical customer needs of retailers and manufacturers 136
BOXES
6.1 A comprehensive scenario story: the world of retailers 122
6.2 A comprehensive scenario story: the world of manufacturers 124
x |
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| id | DE-604.BV022936713 |
| illustrated | Illustrated |
| index_date | 2024-07-02T18:56:51Z |
| indexdate | 2024-07-09T21:08:03Z |
| institution | BVB |
| isbn | 1845423100 9781845423100 |
| language | English |
| lccn | 2005052089 |
| oai_aleph_id | oai:aleph.bib-bvb.de:BVB01-016141444 |
| oclc_num | 61247395 |
| open_access_boolean | |
| owner | DE-706 DE-1049 DE-188 DE-523 |
| owner_facet | DE-706 DE-1049 DE-188 DE-523 |
| physical | XVIII, 232 S. ill. 24 cm |
| publishDate | 2006 |
| publishDateSearch | 2006 |
| publishDateSort | 2006 |
| publisher | Edward Elgar |
| record_format | marc |
| spelling | Rughase, Olaf G. 1968- Verfasser (DE-588)121059731 aut Identity and strategy how individual visions enable the design of a market strategy that works Olaf G. Rughase Cheltenham, UK ; Northampton, MA, USA Edward Elgar 2006 XVIII, 232 S. ill. 24 cm txt rdacontent n rdamedia nc rdacarrier Includes bibliographical references (p. 196-219) and index Changement organisationnel Culture d'entreprise Marketing Planification stratégique Strategic planning Corporate culture Organizational change Planungsprozess (DE-588)4253323-5 gnd rswk-swf Corporate Identity (DE-588)4193565-2 gnd rswk-swf Unternehmenskultur (DE-588)4131484-0 gnd rswk-swf Wettbewerbsstrategie (DE-588)4200234-5 gnd rswk-swf Entscheidungsprozess (DE-588)4121202-2 gnd rswk-swf Unternehmen (DE-588)4061963-1 gnd rswk-swf Strategische Planung (DE-588)4309237-8 gnd rswk-swf Marketingstrategie (DE-588)4120697-6 gnd rswk-swf Führungsentscheidung (DE-588)4390843-3 gnd rswk-swf Organisationswandel (DE-588)4075693-2 gnd rswk-swf Organisationswandel (DE-588)4075693-2 s Unternehmenskultur (DE-588)4131484-0 s DE-604 Unternehmen (DE-588)4061963-1 s Strategische Planung (DE-588)4309237-8 s Planungsprozess (DE-588)4253323-5 s DE-188 Wettbewerbsstrategie (DE-588)4200234-5 s Führungsentscheidung (DE-588)4390843-3 s Entscheidungsprozess (DE-588)4121202-2 s Corporate Identity (DE-588)4193565-2 s Marketingstrategie (DE-588)4120697-6 s 1\p DE-604 HBZ Datenaustausch application/pdf http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=016141444&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA Inhaltsverzeichnis 1\p cgwrk 20201028 DE-101 https://d-nb.info/provenance/plan#cgwrk |
| spellingShingle | Rughase, Olaf G. 1968- Identity and strategy how individual visions enable the design of a market strategy that works Changement organisationnel Culture d'entreprise Marketing Planification stratégique Strategic planning Corporate culture Organizational change Planungsprozess (DE-588)4253323-5 gnd Corporate Identity (DE-588)4193565-2 gnd Unternehmenskultur (DE-588)4131484-0 gnd Wettbewerbsstrategie (DE-588)4200234-5 gnd Entscheidungsprozess (DE-588)4121202-2 gnd Unternehmen (DE-588)4061963-1 gnd Strategische Planung (DE-588)4309237-8 gnd Marketingstrategie (DE-588)4120697-6 gnd Führungsentscheidung (DE-588)4390843-3 gnd Organisationswandel (DE-588)4075693-2 gnd |
| subject_GND | (DE-588)4253323-5 (DE-588)4193565-2 (DE-588)4131484-0 (DE-588)4200234-5 (DE-588)4121202-2 (DE-588)4061963-1 (DE-588)4309237-8 (DE-588)4120697-6 (DE-588)4390843-3 (DE-588)4075693-2 |
| title | Identity and strategy how individual visions enable the design of a market strategy that works |
| title_auth | Identity and strategy how individual visions enable the design of a market strategy that works |
| title_exact_search | Identity and strategy how individual visions enable the design of a market strategy that works |
| title_exact_search_txtP | Identity and strategy how individual visions enable the design of a market strategy that works |
| title_full | Identity and strategy how individual visions enable the design of a market strategy that works Olaf G. Rughase |
| title_fullStr | Identity and strategy how individual visions enable the design of a market strategy that works Olaf G. Rughase |
| title_full_unstemmed | Identity and strategy how individual visions enable the design of a market strategy that works Olaf G. Rughase |
| title_short | Identity and strategy |
| title_sort | identity and strategy how individual visions enable the design of a market strategy that works |
| title_sub | how individual visions enable the design of a market strategy that works |
| topic | Changement organisationnel Culture d'entreprise Marketing Planification stratégique Strategic planning Corporate culture Organizational change Planungsprozess (DE-588)4253323-5 gnd Corporate Identity (DE-588)4193565-2 gnd Unternehmenskultur (DE-588)4131484-0 gnd Wettbewerbsstrategie (DE-588)4200234-5 gnd Entscheidungsprozess (DE-588)4121202-2 gnd Unternehmen (DE-588)4061963-1 gnd Strategische Planung (DE-588)4309237-8 gnd Marketingstrategie (DE-588)4120697-6 gnd Führungsentscheidung (DE-588)4390843-3 gnd Organisationswandel (DE-588)4075693-2 gnd |
| topic_facet | Changement organisationnel Culture d'entreprise Marketing Planification stratégique Strategic planning Corporate culture Organizational change Planungsprozess Corporate Identity Unternehmenskultur Wettbewerbsstrategie Entscheidungsprozess Unternehmen Strategische Planung Marketingstrategie Führungsentscheidung Organisationswandel |
| url | http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=016141444&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA |
| work_keys_str_mv | AT rughaseolafg identityandstrategyhowindividualvisionsenablethedesignofamarketstrategythatworks |