...review of ‘Crafting Strategy’ by Henry Mintzberg Strategy is a topic that receives a considerable amount of focus in both business schools and industry throughout the world (Knight and Mueller, 2004). A key debate in the field strategy is how exactly strategy is formulated. In ‘Crafting Strategy’ Mintzberg (1987) examines the distinctions between planning strategy and crafting strategy. This literature review will discuss Mintzberg’s argument and approach in the wider debate of strategy, followed by an analysis of the articles strengths and weaknesses. The position of the article in the wider debate about processes of strategy Whittington (2001) categorised strategy in to four principle approaches; Classical, evolutionary, processual and systematic. Mintzberg challenged traditional classical planning on a number of levels; Classicalist believed that the world was stable enough that strategist could accurately forecast through a rational process of deliberate calculation and analysis and that they are best created by senior management away from the operating environment (Whittington, 2001). Prescriptive strategic management literature indicates there is “a correlation between organizational performance and strategic planning, although empirical evidence is less than conclusive in this respect (Glaister and Falshaw, 1999; McKiernan and Morris, 1994; Pearce II et al., 1987; Rigby, 2001),” (Gunn and Williams, 2007, p206). Mintzberg believes that the term ‘planning strategy’ causes...
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...Crafting strategy Henry Mintzberg (1987) Introduction There are many discussions surrounding the theoretical strategies within business environments, each with its own strong points can have the power to be known as the “best approach”. Over time each strategy is stressed upon establishing why it has superiority over the other. The debated topic is Crafting strategy written by Henry Mintzberg (1987a) which discusses and amplifies its core activity that of learning through small theories and concepts. The article will also analysis the nature of the emergent strategy known as crafting strategy, with focus also on its counterpart deliberate strategy. Finally a conclusion will be given with the strengths and weaknesses of the crafting strategy. The debate According to Idenburg (1993a) there are no grounds for arguments between that of deliberate strategy and emergent strategy as their outlooks into the organisation are different. The essence of Henry Mintzberg assertion lies within the learning spectrum while that of deliberate strategy is within planning (Idenburg, 1993b). Importantly Lynch (2003a) acknowledges that there is no appropriate context in which the emergent strategy lies. According to Idenburg (1993c) the learning process approach states that it is impossible to predict the future yet in Ansoff‘s (1991a) critic study of Henry Mintzberg assertion, Mintzberg is quoted saying that “managers need to be sure and cannot act before they are sure” for this reason...
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...European Journal of Marketing Emerald Article: Value creation in supply chain relationships: a critique of governance value analysis Trond Hammervoll Article information: To cite this document: Trond Hammervoll, (2009),"Value creation in supply chain relationships: a critique of governance value analysis", European Journal of Marketing, Vol. 43 Iss: 5 pp. 630 - 639 Permanent link to this document: http://dx.doi.org/10.1108/03090560910946963 Downloaded on: 07-07-2012 References: This document contains references to 41 other documents To copy this document: permissions@emeraldinsight.com This document has been downloaded 2200 times since 2009. * Users who downloaded this Article also downloaded: * James DeLisle, Terry Grissom, (2011),"Valuation procedure and cycles: an emphasis on down markets", Journal of Property Investment & Finance, Vol. 29 Iss: 4 pp. 384 - 427 http://dx.doi.org/10.1108/14635781111150312 David Wyman, Maury Seldin, Elaine Worzala, (2011),"A new paradigm for real estate valuation?", Journal of Property Investment & Finance, Vol. 29 Iss: 4 pp. 341 - 358 http://dx.doi.org/10.1108/14635781111150286 François Des Rosiers, Jean Dubé, Marius Thériault, (2011),"Do peer effects shape property values?", Journal of Property Investment & Finance, Vol. 29 Iss: 4 pp. 510 - 528 http://dx.doi.org/10.1108/14635781111150376 Access to this document was granted through an Emerald subscription provided by University of Pretoria For Authors: If you would like to write for...
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...Individual Article Analysis/Critique 6/14/15 Instructions: (1) The length of each article write-up may be about 2-3 pages (double spaced, Time New Roman Font Size 12). The write-up must contain your analysis and evaluation of the key points of the article. (2) Additionally, briefly discuss how the article relates to your particular work situation. The article “The Core Competencies of the Corporation” is a must read for all managers. The article describes the purpose and role Core Competencies and Core Products play in business. It also emphasizes in several areas throughout the article the tremendous impact core competencies have on the success of all businesses, existing and newly developed. Core Competencies involve the collective learning within an organization in order to coordinate diverse skills (production) and to integrate various streams of technology. The article describes Core Competencies as often having 3 main attributes: (1) It should provide access to a wide variety of markets; (2) It should make a significant contribution to the perceived customer benefits of the end product; (3) It should be difficult for competitors to imitate. Most importantly, as I will later describe as it relates to my government clients, Core Competencies are corporate resources that should be allocated by corporate management and should not be suppressed. Since a company’s Core Competencies are critical, it is top management’s responsibility to ensure that...
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...class e-mail: drclittle@gmail.com or UTA email Phone: 817/944-9825 Course Description Integration of the MBA curriculum into a cohesive whole. Treats the several elements of business administration by use of discussions of strategic approaches, business policy cases, and analysis of various strategies deployed by organizations of all varieties. Textbook* Crafting and Executing Strategy: The Quest for Competitive Advantage, Concepts and Cases, Thompson, Peteraf, Gamble, and Strickland. 18th Edition. McGraw-Hill. New York, NY, 2012. ISBN: 978-0-07-811272-0 *This textbook is absolutely essential to the successful completion of this course! It it the responsibility of the student to purchase the correct edition of the textbook, regardless of where you purchase it. If you attempt to take this class using the wrong textbook, or the wrong edition of the textbook, you will bear the responsibility of that. The professor is not to be held responsible for any lack of performance in the class due to an incorrect purchase of the textbook by the student. Course Overview This course “capstones” the graduate business learning experience. It deals with strategy, business policy, planning, and strategic decision-making paramount to management and leadership responsibility in a volatile, uncertain, and challenging business environment. The course combines all functional areas of business as they impinge upon strategic decision-making, vital to the...
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...Business Policy and Strategy – Study Guide: Unit 1 Material from McGraw Hill website – Chapters 1 & 2 Chapter 1 What Is Strategy and Why Is It Important? Learning Objectives - After studying this chapter, you should be able to: LO 1. | Understand why every company needs a sound strategy to compete successfully, manage the conduct of its business, and strengthen its prospects for long-term success. | LO 2. | Develop an awareness of the four most dependable strategic approaches for setting a company apart from rivals and winning a sustainable competitive advantage. | LO 3. | Understand that a company's strategy tends to evolve over time because of changing circumstances and ongoing management efforts to improve the company's strategy. | LO 4. | Learn why it is important for a company to have a viable business model that outlines the company's customer value proposition and its profit formula. | LO 5. | Learn the three tests of a winning strategy. | Key Points: The tasks of crafting and executing company strategies are the heart and soul of managing a business enterprise and winning in the marketplace. The key points to take away from this chapter include the following: 1. A company's strategy is the game plan management is using to stake out a market position, conduct its operations, attract and please customers, compete successfully, and achieve the desired performance targets. 2. The central thrust of a company's strategy is undertaking moves...
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...full file at http://testbankinstant.com CASE 1 Crafting & Executing Strategy 18th Edition 265 Mystic Monk Coffee Overview T his 4-page case requires that students consider the future direction of a monastery located in Clark, Wyoming and evaluate the vision, strategy, and business model of the monk’s fledgling coffee business. As the case unfolds, students will learn of Father Daniel Mary’s vision to build a new Mount Carmel in the Rocky Mountains and transform the small brotherhood of 13 monks living in a small home used as makeshift rectory into a 500-acre monastery that would include accommodations for 30 monks, a Gothic church, a convent for Carmelite nuns, a retreat center for lay visitors, and a hermitage. Father Daniel Mary had identified a nearby ranch for sale that met the requirements of his vision perfectly, but its listing price of $8.9 million presented a financial obstacle to creating a place of prayer, worship, and solitude in the Rockies. Father Daniel Mary hoped to fund the purchase of the ranch through charitable contributions to the monastery and through the profits of its Mystic Monk coffee business, which had earned nearly $75,000 during its first year of operation. Suggestions for Using the Case This case was written as a leadoff case and was carefully crafted by the case author to require students to draw upon most all of the concepts discussed in Chapters 1 and 2 to sufficiently prepare for a class discussion of the case...
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...third-grade students. Three evidenced-based strategies known to increase reading comprehension within these grade-levels will then be analyzed. Lastly, this research and analysis will be used to defend two preferred practices. Cognitive Abilities Critical to Reading Comprehension The ability to read and comprehend text draws on numerous cognitive skills and knowledge banks (Callison et al., 2010). Three of them include word-level skills, vocabulary skills, and thinking and reasoning skills. Word-level skills, like phonemic awareness, involve the most foundational abilities required for reading. For example, phonemes are the most elemental aspect of speech sounds (Reed, 2011). They are used to create meaningful words and distinguish one term from another. In bat & mat, for instance, unique sound variances occur in the first positions of the words. The sounds creating the differences in meaning, the “b” and “m” in this case, are phonemes, Phonemic awareness, then,...
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...|School/Portfolio: |The Business School | | | | |Course Code/ID: |BUMKT 5922 | | | | |Course Title: |Competitive Analysis | | | | |Teaching Location: |Insert teaching location | | | | |Program(s): |Master of Business Administration | | | | |Author: |Campbell Jeffery ...
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...DDBA 8160: Business Strategy and Innovation Student Support and Calendar Information: So that you have all key information available to you offline, it is highly recommended that you print out the following items for your reference: * This Syllabus * Term Calendar * Instructor and Student Support Info Course Number and Title DDBA 8160: Business Strategy and Innovation Credits 3 credits Catalog Description This course focuses on the development and implementation of business strategies that enable competitive advantage, with an emphasis on understanding the current environment and innovation in which the organization competes and forecasting how that environment may change. Course assignments focus on the practical application of writing and critical-thinking skills and the integration of professional practice at the doctoral level. Learning Objectives Stated in Terms of Learning Outcomes By the end of this course, you will be able to: * Demonstrate an understanding of the evolution of traditional concepts of strategic management and thinking, including models of business-level competitive advantage * Evaluate contemporary challenges to traditional strategic management and thinking models * Apply systems-thinking principles to the framing and analysis of business problems and opportunities * Develop innovative business strategies designed to achieve sustainable solutions * Synthesize principles of sustainable strategic management...
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...be given followed by its theoretical underpinnings and its main strengths and weaknesses respectively. A conclusion will be drawn on the article’s contribution to the field of business strategy. The article’s position falls in between Whittington’s classical and processual approaches. On one hand, Mintzberg challenged the traditional classical planning and progressed towards the processual approach through identifying three fundamental fallacies. Firstly, classicalists held conventional wisdom that the world was sufficiently stable that today’s planning could forecast and fit market changes (Whittington, 2001). However, Mintzberg (1994:110) took the fresh view that the prediction of discontinuities was “virtually impossible” through questioning Ansoff’s “extraordinary statement”. Hogarth and Makridakis (1981) strengthened that longterm prediction was notoriously imprecise. If Wilbur Wight had anticipated the prevalence of airplanes nowadays, he would not have said “not within a thousand years will man ever fly” in 1901 (Coffey, 1983 cited in Whittington, 2001). Therefore, Mintzberg favoured the processual approach that strategic planning should be evolving to adapt to complexities in an unpredictable world (Burnes, 1996). Secondly, the classical school believed that strategies are best created at one remove from the...
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...any industry revolve in the fraternity of globalization. Globalisation in business is the worldwide movement toward economic, financial, trade, and communications integration (Frank, 1998). It implies the opening of local and nationalistic perspectives to a broader outlook of an interconnected and interdependent world with free transfer of capital, goods, and services across national frontiers. Drivers in the business concept are critical forces which can be built within business strategy to enable a company to attain its set goals (Gilbert, 1994). Barriers to industry development are forces that deters the business organization from attaining the desired goals and these are encountered both in the internal as well as external business environment (Hough et al 2011) It is therefore imperative to evaluate key drivers and barriers affecting development in a bid to craft strategic tools that can stimulate strategic thinking, generate strategic foresight, provide a basis for testing existing strategies, explore and understand complexities of the future (Trompenaar et al, 2003). This can aid decision making and contribute to preparation for the future. As such, this essay seeks to explore key issues in strategic management and key theoretical models in the South African (SA) Wine Industry and that of the United Kingdom (UK) in order to stimulate strategic thinking and conversations, pave the way for new ideas and approaches and encourage innovation. This can prepare both the industry...
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...students consider the future direction of a monastery located in Clark, Wyoming and evaluate the vision, strategy, and business model of the fledgling Mystic Monk coffee business. As the case unfolds, students will learn of Father Daniel Mary’s vision to build a new Mount Carmel in the Rocky Mountains and transform the small brotherhood of 13 monks living in a small home used as makeshift rectory into a 500-acre monastery that would include accommodations for 30 monks, a Gothic church, a convent for Carmelite nuns, a retreat center for lay visitors, and a hermitage. Father Daniel Mary had identified a nearby ranch for sale that met the requirements of his vision perfectly, but its listing price of $8.9 million presented a financial obstacle to creating a place of prayer, worship, and solitude in the Rockies. Father Daniel Mary hoped to fund the purchase of the ranch through charitable contributions to the monastery and through the profits of its Mystic Monk coffee business, which had earned nearly $75,000 during its first year of operation. SUGGESTIONS FOR USING THE CASE This case was written as a leadoff case and was carefully crafted by the case author to require students to draw upon most all of the concepts discussed in Chapters 1 and 2 to sufficiently prepare for a class discussion of the case. The case involves issues relating to mission, vision, objectives, strategy, business models, and decisive strategic leadership; the need for an action plan is obvious—these...
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...and drag, video case, or decision generator, these applications provide instant feedback and progress tracking for students and detailed results for the instructor. Case Exercises The Connect platform also includes author-developed case exercises for all 12 cases in this edition that require students to work through answers to assignment questions for each case. These exercises have multiple components and can include: calculating assorted financial ratios to assess a company’s financial performance and balance sheet strength, identifying a company’s strategy, doing five-forces and driving-forces analysis, doing a SWOT analysis, and recommending actions to improve company performance. The content of these case exercises is tailored to match the circumstances presented in each case, calling upon students to do whatever strategic thinking and strategic analysis is called for to arrive at a pragmatic, analysis-based action recommendation for improving company performance. eBook Connect Plus includes a media-rich eBook that allows you to share your notes with your students. Your students can insert and review their own notes, highlight the text, search for specific information, and interact with media resources. Using an eBook with Connect Plus gives your students a complete digital solution that allows them to access their materials from any computer. Tegrity Make your classes available anytime, anywhere. With simple, one-click recording, students can ...
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...Using Facebook to Teach Rhetorical Analysis Jane Mathison Fife The attraction of Facebook is a puzzle to many people over the age of thirtyfive, and that includes most college faculty. Yet students confess to spending significant amounts of time on Facebook, sometimes hours a day. If you teach in a computer classroom, you have probably observed students using Facebook when you walk in the room. Literacy practices that fall outside the realm of traditional academic writing, like Facebook, can easily be seen as a threat to print literacy by teachers, especially when they sneak into the classroom uninvited as students check their Facebook profiles instead of participating in class discussions and activities. This common reaction reflects James King and David O’Brien’s (2002: 42) characterization of the dichotomy teachers often perceive between school and nonschool literacy activities (although they are not referring to Facebook specifically): “From teachers’ perspectives, all of these presumably pleasurable experiences with multimedia detract from students’ engagement with their real work. Within the classroom economy technology work is time off task; it is classified as a sort of leisure recreational activity.” This dichotomy can be broken down, though; students’ enthusiasm for and immersion in these nonacademic literacies can be used to complement their learning of critical inquiry and traditional academic concepts like rhetorical analysis. Although they read these texts daily...
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