German Portal Bookstore


 About RMP

About themanager


Send to a friend
All links verified as working:
16 April 2012

Strategy - Miscellaneous Articles on Strategy

These articles cover a wide range of aspects, such as competition, competitive advantages, strategy implementation, different strategic approaches, organizational issues, strategic management, strategic portfolios and more.



5-Forces Industry Analysis A look at Porter’s 5-Forces Industry Analysis as a tool to assess the key success factors in the National Basketball Association. 2005  
Building and Sustaining Intellectual Assets For most organizations, the most key element is the intangible we label "Intellectual Assets." These take the form of Competencies and Culture and are largely embodied in our people.  
Chance, Choice and Determinism in Strategy Our discipline lacks a fundamental theory of causation, one that integrates strategic choice and deterministic perspectives and leaves room for chance. In reply, we venture beyond strategy and the organization sciences into intellectual history and complexity theory.   
Competitive Strategy and Social Responsibility: A Process Perspective This paper provides a process perspective on the relationship between competitive strategy and social responsibility. It provides the results of an exploratory study that addresses three questions. First, is there a separation in how a company enacts social responsibility? Second, how does social responsibility affect competitive strategy? Third, how is social responsibility integrated into corporate strategy?   
Contextual Bundling: A New Angle when Strategizing for Higher Market Penetration Bundling has emerged as a key issue in current marketing and business thinking. By extending contemporary conceptualizations, this article proposes a new approach to bundling for both marketing of products and services.   
Corporate Development Slide show on corporate strategy, portfolio management tools, new venturing and turnaround strategy  
Differentiation, Niche and Cost Leadership Strategies: A Hotelling Based Analysis Costs are an important determinant of prices charged by firms. The primary purpose of this paper is to study the impact of costs associated with differentiation and niche strategies on firm’s positioning and pricing decisions in a horizontally differentiated market.  
Evaluating Strategy Tools Through Activity Lens While hundreds of different strategy tools are available, reports concerning their usefulness remain ambiguous. This paper takes a new approach to evaluating strategy tools by focusing on strategizing activities.   
Executive Use of Strategy Tools: Building Shared Understanding through Boundary Objects. This article presents an empirical study of over 250 company executives. The study focuses on their use of strategy tools (management tools that support strategy-work).   
Experience Spillovers across Corporate Development Activities This study develops a theoretical explanation for the existence of positive, as well as negative, experience spillovers across corporate development activities. The argument is used to understand how alliance experience influences the performance of acquisitions in the US commercial banking industry. pdf-file 2001  
Generic Verticalization Strategies in Enterprise System Markets: An Exploratory Framework In recent years, enterprise system (ES) software markets have been very dynamic. While contemporary customers are increasingly seeking ES solutions that require less and less customization and implementation effort, it is unclear whether all ES providers should take the "vertical" path of offering functionality tailored to specific industries.   
Hidden champions In Hidden Champions Professor Hermann Simon refers to a group of companies of medium to small size that are low profile and highly profitable. They are typically durable but wary of trumpeting their own success. And yet, most impressively, they are often a leader in a narrow or niche market sector. pdf-file (see our literature recommendation)  
Hidden Flaws in Strategy Can insights from behavioural economics explain why good executives back bad strategies?  
Manage Costs to Advance Strategic Objectives Taking costs out of an organization carries significant risks as well as opportunities. How companies approach cost reductions now will help determine their financial health and competitive position when the recovery takes hold.   
Management Tools & Trends 2011 When we asked executives to state their top priority, one theme dominated: growth. 2011  
Management Tools & Trends 2013 Management Tools identifies and explains the most important concepts and tactics used in business today, based on Bain & Company research.  
Management Tools and Trends 2009 As executives shift gears amid economic worries, they are changing the tools they use to manage their businesses.   
Management Tools survey 2007: An Executive's Guide To help inform managers about the tools available to them, in 1993 Bain & Company launched a multiyear research project to gather facts about the use and performance of management tools. Every year or two since, we've interviewed senior managers and conducted research to identify 25 of the most popular and pertinent management tools. 2007  
Organizational Theory: Determinants of Structure The objective here is to understand why organizations have the structure that they do. By "structure" the author means things like degree and type of horizontal differentiation, vertical differentiation, mechanisms of coordination and control, formalization, and centralization of power.   
Organizing for Performance Modern firms improve the interplay between strategy and organization. BP offers a useful example.  
Playing on the New Strategy Chessboard Hundreds of schools of thought exist on strategy, but none is universally applicable. The Strategy Chessboard helps articulate clear choices in strategic approaches so you can make the right moves at the right times in the right situations.  
Power Strategy Formation in a Human Service Organization Undergoing Turbulent Change The present research examines power strategy formation of employees in a mental health organization that went through a long separation from a psychiatric hospital. The central questions addressed were: What kinds of strategies emerge when there is turbulent organiza-tional change? How do the employees deal with the turbulent events in terms of power strategies? How are their power strategies similar or different? What relational power pat-terns emerge around the power strategies?  
Product Life Cycle Management For a company to successfully manage a product’s life cycle, needs to develop strategies and methodologies, some of which are discussed
in this paper. Pdf-file
Strategic Game Theory for Managers A set of slides for a lecture on game theory  
Strategic Organization as an Interdisciplinary Agenda within the Field of Strategy How Do Firms Change in the Face of Constraints to Change? An Agenda for Research on Strategic Organization.   
Strategic Purchasing ... will turn buyer - supplier confrontation into cooperation. Simon-Kucher conducted an international investigation of purchasing management. Several trends are emerging  
Strategic Scanning and Learning in the New Competitive Landscape - A Learning Approach In this paper we will attempt to throw new light on the increasingly relevant, albeit not new, subject of strategic scanning by applying a learning perspective to well-known theoretical approaches to strategic scanning and issue management. The reason for doing so is quite simple – in hyper-competitive markets, it has never before been more important to be able to scan the environment and learn from the signals of the scanning system. 2004  
Surviving Supply Chain Integration: Strategies for Small Manufacturers. Fulltext online version of the book, direct access to each chapter TOP
Sustainable strategic management: construct, parameters, research directions Much of the management scholarship on the strategy performance relationship has focused primarily on the economic, short- and intermediate-term outcomes associated with an organisation's strategies. Recently, however, a largely disparate group of researchers has challenged the long-term viability of many such strategies, primarily from environmental and ecological points of view.  
The Joint Influence of Control Strategies and Market Turbulence on Strategic Performance in Sales-Driven Organizations The effect of management control efforts on organizational actors’ participation in the strategy process is investigated. Results from a survey of sales-driven organizations indicate that self, professional, activity, and output control systems have varying effects on participation in strategic activity.   
The Necessary Evil of Hierarchies In achievement-oriented democracies, people complain about the inefficiency of top-down-managed organizations, but ultimately they can’t live without them. 2005  
The Strategic Management Response to the Challenge of Global Change This article describes the whole process of strategic management: external and internal analysis, strategic direction, strategic planning, implementation, tools for external analysis  
Tools for inventing organizations Toward a handbook of organizational processes. This paper describes a novel theoretical and empirical approach to tasks such as business process redesign and knowledge management.  
Value Creation Introducing the new Value Creation Index - Statistically, the real intellectual-capital drivers are not what most people think, article by Geoff Baum, Chris Ittner, David Larcker, Jonathan Low, Tony Siesfeld, and Michael S. Malone   
What to Do When Traditional Diversification Strategies Fail A Study on Diversification and Asset Correlation in Up and Down Markets.   
Why Strategy Matters Exploring the link between strategy, competitive advantage and the stock market.   


Publications Literature
The strategy accelerator
Strategies for sustainable competitive advantage
By Alfred Griffioen

There is only a limited number of models that give direction how to make a profit, these models focus on differentiators or on portfolio management. However, the increasing availability of all kinds of knowledge through the internet and the globalisation of the financial markets are not taken into account in these models. This article investigates how a company can make a profit in the current market. It proposes a directive framework based on market relevancy and whether the company has a unique product. Based on these parameters, a company should either consolidate its position, aim to excel more and more in its products, effectively combine products or ally with another company to differentiate or profile itself more.

Problems and barriers to strategic planning and proposals for solutions
by Oliver Recklies
This paper analyses and summarizes existing problems and barriers related to the strategic planning process. Strategy execution and monitoring of success have been indentified by the author as characteristic problem areas in organizational practice. Based on literature review the paper also presents ideas to overcome those barriers. To analyse the topic the author uses a three step approach. The first part discusses existing problems and barriers in brief. The second part summarizes and discusses ideas to overcome these problems and barriers. The third part gives an overview about the benefits of a customized and improved strategic planning process. The author argues that in particular progress monitoring and bundling of strategic measure to “strategic campaigns” can help organizations to focus and to improve communication.

Strategic Leadership
Part 1: Applying Lessons Learned from Research about Strategic Leadership Development

Robert M. Fulmer, PhD, and Jared L. Bleak, EdD
Leadership has never been an easy proposition. Throughout history observers have wondered if there were enough capable leaders to manage the challenges facing all types of organizations. Today, business and governmental organizations face something of a "perfect storm" of problems that have profound implications for current and future leaders.

The Trader Joe’s Experience - The impact of corporate culture on business strategy
Mark Mallinger, PhD, and Gerry Rossy, PhD
The success of Trader Joe’s (TJ) markets is the result of a unique business model that has built a national chain of neighborhood grocery stores. The purpose of this article is to explore the relationship between organizational culture and business strategy that has propelled TJ to extraordinary success. The article also offers a model for readers to consider in creating a culture within their own organization that provides a defensible competitive position by incorporating value, rareness, inimitability, and non-substitutability.

The Surprising Secret of Successful Differentiation
By Dan Herman, PhD
A successful differentiation is not imitated by your competitors, even though it brings you unmistakable success with consumers. It seems impossible? Not quite so. I am about to reveal to you the unexpectedly simple and wonderful secret of successful differentiation: you must think beyond the core benefits of your product category. Think: Off-Core Differentiation.
pdf-file (67 KB)

The Strategy IS the Brand Or: How Can You Create Your Very Own Monopoly?  
Dr. Dan Herman
So, what really is a strategy? By definition, a strategy is the way by which you are planning to obtain your goals. In a competitive environment, your goal is that the consumer will prefer you to your competition. That is why the strategy is, in fact, the way by which you plan to achieve an advantage over your rivals – in the eyes of your consumers. Almost always, preference can be achieved only by differentiation, by either doing something other than what your competitors are doing or by doing things in a markedly dissimilar manner.

The What’s Next? Process For Developing Your Strategy
By Dr. Dan Herman
The old customary procedure of strategy development has a pure and sound logic. It has been designed in order to answer the question: What is it that we should do in order to achieve our goals?
What is the alternative to the old brick road to strategy? Dan proposes that we move from wish-oriented management to opportunity-oriented management. He hereby offers a new process leading to successful strategizing

Beyond Porter - A Critique of the Critique of Porter
by Dagmar Recklies
The writings of the American management-guru and Harvard-Professor Michael E-Porter are considered to be among the most influential of their subject – and among the most critiqued ones. Porter had a lasting influence on strategic management with his books about competitive advantages on industry level and on global level, which were written in the eighties. Porter’s ideas became more and more subject of critique under the impression of the developing Internet economy during the last decade. Critics point out that economic conditions have changed fundamentally since that time.
This article discusses Larry Downes' critique of Porter and explains why Porters thoughts are not obsolete.

Strategy in Turbulent Times
by Dagmar Recklies
Management theory and practice widely accept today that businesses operate in a more and more complex, dynamic, less predictable environment. This new situation requires managers to develop new ways of thinking and acting. Basing on the weaknesses of traditional strategic planning, this article discusses new approaches in management. They direct companies towards more flexibility and more strategic innovativeness; but they do not present ready-to-use solutions though. Rather they are intended to provide ideas for new thinking and acting as a starting point to give all processes in the organization a new strategic direction.



Good to Great: Why Some Companies Make the Leap... and Others Don't
by Jim Collins
Some years ago, Jim Collins asked the question, "Can a good company become a great company and if so, how?" In Good to Great Collins, the author of Built to Last, concludes that it is possible, but finds there are no silver bullets.

Strategic Management: Concepts and Cases  
by Fred David
The tenth edition of Strategic Management is a current, well-written strategic management book with the most up-to-date compilation of cases available. It offers a practitioner-oriented perspective, focuses on skill-building in all major areas of strategy formation and implementation, and evaluation.

The McKinsey Mind: Understanding and Implementing the Problem-Solving Tools and Management Techniques of the World's Top Strategic Consulting Firm
by Ethan M. Rasiel, Paul N. Friga
Structured around interviews and frontline anecdotes from former McKinsey consultants­­as well as the authors, themselves McKinsey alumni­­The McKinsey Mind explores how McKinsey tools and techniques can be applied to virtually any business problem in any setting.

Seeing What's Next: Using Theories of Innovation to Predict Industry Change
by Clayton M. Christensen, Erik A. Roth, Scott D. Anthony
The authors present a groundbreaking framework for predicting outcomes in the evolution of any industry. Based on proven theories outlined in

Organization Design: Fashion or Fit? 
by Henry Mintzberg
The characteristics of organizations fall into one of five natural configurations, each a combination of certain elements of structure and situation. The five configurations are the simple structure, machine bureaucracy, professional bureaucracy, divisionalized form, and adhocracy. These five configurations serve as an effective tool in diagnosing the problems of organizational design.

The Fortune at the Bottom of the Pyramid: Eradicating Poverty Through Profits
by C. K. Prahalad
The world's most exciting, fastest-growing new market? It's where you least expect it: at the bottom of the pyramid. Collectively, the world's billions of poor people have immense entrepreneurial capabilities and buying power. You can learn how to serve them and help millions of the world's poorest people escape poverty. 
Read an interview with C. K. Prahalad on this book
This book as E-book

Beyond the Core: Expand Your Market Without Abandoning Your Roots
by Chris Zook
Beyond the Core, by Bain's Chris Zook, has been selected as one of the five best business books of 2003 by The Economist
In Beyond the Core, Zook outlines an expansion strategy based on putting together combinations of adjacency moves into areas away from, but related to, the core business, such as new product lines or new channels of distribution. These sequences of moves carry less risk than diversification, yet they can create enormous competitive advantage, because they stem directly from what the company already knows and does best.

Harvard Business Review [MAGAZINE SUBSCRIPTION]
Harvard Business Review is the world's acknowledged authority on business leadership for managers responsible for success in the global economy. Now published monthly times a year, HBR delivers entrepreneurial ideas and insights that help managers strengthen their leadership power. Every issue shows how to use technology for competitive advantage. Guides strategic decision making in times of change. Profiles innovative leaders. Tells how to motivate today's workers. Shares the details of successful online alliances, and more.

The Art and Discipline of Strategic Leadership
by Mike Freedman, Benjamin B. Tregoe
Written by a leading consultant at Kepner-Tregoe, one of the world's most respected strategy consulting groups, The Art and Discipline of Strategic Leadership goes far beyond most other strategy books to offer business strategists an integrated five-phase model for setting and implementing strategy.
Proven effective at a diverse range of organizations worldwide, the model provides executives with a powerful framework for assessing and tweaking current strategy, or charting a bold new strategic course.

Managing for the Short Term: The New Rules for Running a Business in a Day-To-Day World
by Chuck Martin
As managers, senior executives, and CEOs all over have painfully discovered, if you don’t manage for the short term, you won’t be around for the long term. Bestselling business author Chuck Martin found that nothing consumes business managers more than how to manage a company in the weeks and months immediately ahead.

Hidden Champions: Lessons from 500 of the World's Best Unknown Companies
by Hermann Simon
In Hidden Champions Professor Hermann Simon refers to a group of companies of medium to small size that are low profile and highly profitable. They are typically durable but wary of trumpeting their own success. And yet, most impressively, they are often a leader in a narrow or niche market sector.
Hidden Champions reveals the strategies and practices of hundreds of low-profile super-performers. While most of our role models for excellence are large or growing companies that create highly visible products and services, behind the headlines lies a group of global competitors-unknown even to the general business community-that have attained global market share of over 70 percent.

From Competitive Advantage to Corporate Strategy
by Michael E. Porter
Strategy as Simple Rules (HBR OnPoint Enhanced Edition)
by Kathleen M. Eisenhardt, Donald Sull
In this article--the third in an HBR series by Kathleen Eisenhardt and Donald Sull on strategy in the new economy--the authors ask, what are the sources of competitive advantage in high-velocity markets? The secret, they say, is strategy as simple rules. The companies know that the greatest opportunities for competitive advantage lie in market confusion, but they recognize the need for a few crucial strategic processes and a few simple rules. In traditional strategy, advantage comes from exploiting resources or stable market positions. In strategy as simple rules, advantage comes from successfully seizing fleeting opportunities.




If you have questions or comments to our website, do not hesitate to contact us (comments and questions are always welcomed): webmaster2 AT  
Copyright © 2001 Recklies Management Project GmbH
Status: 01. Juli 2015