مروری بر ابزارهای استراتژی منتشر شده در مجلات مهم، طی 25 سال اخیر

نوع مقاله : مقاله مروری

نویسندگان

1 دانشجوی دکتری مدیریت بازرگانی دانشگاه علامه طباطبائی تهران

2 کارشناس ارشد مدیریت اجرایی دانشگاه شهید بهشتی تهران

چکیده

سیر تکامل دانش مدیریت استراتژیک نشان دهندۀ این است که پژوهش ها در این حوزه از مفاهیم ساده، مانند تدوین راهنمای عمل برای مدیران، به مفاهیم پیچیده و انتزاعی سوق یافته است و به تبع آن، ابزارهایش نیز متنوع تر شده است. هدف از تدوین این مقاله، که با رویکرد تألیف و ترجمه تهیه شده، بررسی ابزارهای استراتژی معرفی شده در مجلات بین المللی حوزۀ مدیریت استراتژیک است که طی 25سال اخیر منتشر شده اند. از این رو، به کمک مقالۀ ویورینن و همکارانش و بررسی برخی نتایج تحقیقات داخل کشور، مقالۀ حاضر به قصد مروری جامع در زمینۀ ابزارهای استراتژی تدوین شده است. محققان در مطالعۀ حاضر می کوشند به نیاز موجود در زمینۀ معرفی ابزارهای استراتژی، برای عملی کردن نظریه های مدیریت استراتژیک، پاسخ دهند؛ بنابراین نخست با نگاهی به مبانی مدیریت استراتژیک، به طبقه بندی ابزارهای استراتژی پرداخته می شود و سپس این ابزارها همراه با تحلیل جامع در قالب جدولی یک پارچه مطرح می شود.

کلیدواژه‌ها


عنوان مقاله [English]

A review on strategy tools published in leading journals within the past 25 years

نویسندگان [English]

  • Amirhossein Tayebi Abolhasani 1
  • Shahin Rouhani rad 2
1 PhD. Student of Business Management, Allameh Tabataba'i University of Tehran
2 MSc. of EMBA, Shahid Beheshti University of Tehran
چکیده [English]

Evolution of the strategic management knowledge shows that researches in this field has shifted the focus from the simple concepts such as providing guidelines for managers to complicated concepts. Consequently its tools have become more diversified.The aim of this paper, which has been prepared with the compilation and translation approach, is to review the strategy tools published in international leading journals within the past 25 years. In this research has been attempted with translate an article (Vuorinen et al, 2017) and review some research results in Iran, provides a comprehensive overview of strategy tools. This paper aims to address the existing gap in defining the strategy tools for implementing the strategic management theories. First strategy tools will be classified according to strategic management basics, then a comprehensive analysis will be presented in table format.

کلیدواژه‌ها [English]

  • strategic management
  • Strategy tool
  • Strategy process
  • Content of strategy performance
منابع
اعرابی، سیدمحمد و منتی، حسین. (1393). استراتژی تکنولوژی. تهران: مهکامه.
بابایی، علی؛ حمیدی مطلق، روح‌الله و ملکی، علی (1395). «در جست‌وجوی راه سوم در سیاست‌گذاری توسعة صنعتی». سیاست‌نامة علم و فناوری، 6(1)، 89-108.
حاجی‌پور، بهمن؛ طیبی ابوالحسنی، سیدامیرحسین و عزیزیان کلخوران، زهرا (1395). «تحلیل محتوای حوزة مدیریت راهبردی (مطالعة موردی: فصلنامة مطالعات مدیریت راهبردی)». پژوهش‌های مدیریت راهبردی، 22(66)، 13-47.
حمیدی مطلق، روح‌الله و بابایی، علی (1395). «برنامه‌ریزی استراتژیک: تاریخچه، مفروضات و میزان تأثیر آن بر عملکرد سازمانی». سیاست‌نامة علم و فناوری، 6(1)، 31-44.
حیدری، علی و والی‌پور، علیرضا (1396). «پژوهش‌های مدیریت استراتژیک در ایران: مروری بر آثار انتشاریافته در نشریه‌های علمی ـ پژوهشی داخلی طی سال‌های 1380 تا 1393». مدیریت بازرگانی، 9(1)، 83-102.
رحمان سرشت، حسین (1383). مدیریت راهبردی در اندیشة نظریه‌پردازان. تهران: دانشگاه علامه طباطبائی.
روملت، ریچارد (1392). استراتژی خوب/ استراتژی بد. ترجمة بابک وطن‌دوست. تهران: آریانا قلم.
سوزنچی کاشانی، ابراهیم؛ خالدی، آرمان؛ صابر، علی و نصری، شهره (1395). «بررسی برساخت اجتماعی تفکرات حوزة علمی مدیریت و سیاست‌گذاری فناوری و نوآوری ایران». سیاست‌نامۀ علم و فناوری، 8(4)، 49-62.
گرنت، رابرت ام. (1394). مدیریت استراتژیک با رویکردی امروزی. ترجمة آرش خلیلی نصر. تهران: آریانا قلم.
Aaker, D.A. and Joachimsthaler, E. (2000). “The brand relationship spectrum: the key to the brand architecture challenge”. California Management Review, 42(4), 8-23.
Achtenhagen, L., Melin, L. and Naldi, L. (2013). “Dynamics of business model strategizing, critical capabilities and activities for sustained value creation”. Long Range Planing, 46(6), 427-442.
Ackermann, F. and Eden, C. (2011). “Strategic management of stakeholders: theory and practice”. Long Range Planing, 44(3), 179-196.
Allen, D.G., Bryant, P.C., and Vardaman, J.M. (2010). Retaining talent: replacing misconceptions with evidence-based strategies. Academy of Management Perspectives, 24(2), 48-64.
Anderson, B.S., Covin, J.G. and levin, D.P. (2009). “Understanding the relationship between entrepreneurial orientation and strategic learning capability: an empirical investigation”. Strategic Entrepreneurship Journal, 3(3), 218-240.
Andrews, K.R. (1987). Concept of Corporate Strategy. Richard d Irwin.
Apgar, M. (1995). “Managing real estate to build value”. Harvard Business Review, 73(6), 162-173.
Aron, R. and Singh, J.V. (2005). “Getting offshoring right”. Harvard Business Review, 83(12), 135-143.
Bach, D. and Allen, D.B. (2010). “What every CEO needs to know about nonmarket strategy”. MIT Sloan Management Review, 51(3), 41-48.
Banker, R.D., Chang, HsieHui. and Majumdar, S.K. (1996). “A framework for analyzing changes in strategic performance”. Strategic Management Journal. 17(9), 693-712.
Barney, J.B. and Hesterly, W. (2008). Strategic Management and Competitive Advantage: Concepts and Cases. Prentice Hall. Upper Saddle River.
Barney, J.B. (1995). “Looking inside for competitive advantage”. The Academy of Management Executive, 9(4), 49-61.
Bartlett, C.A. and Ghoshal, S. (1990). “Matrix management: Not a structure, a frame of mind”. Harvard Business Review, 68(4), 138-145.
Bassi, L. and McMurrer, D. (2007). “Maximizing your return on people”. Harvard Business Review, 85(3), 115-123.
Bierly, P.E. and Gallagher, S. (2007). “Explaining alliance partner selection: fit, trust and strategic expediency”. Long Range Planing, 40(2), 134-153.
Birkinshaw, J. and Sheehan, T. (2002). “Managing the knowledge life cycle”. MIT Sloan Management Review, 44(1), 75-83.
Brouthers, K.D. and Roozen, F.A. (1999). “Is it time to start thinking about strategic accounting?”. Long Range Planing, 32(3), 311-322.
Brown, J.S. (2004). “Minding and mining the periphery”. Long Range Planing, 37(2), 143-151.
Brush, C.G., Greene, P.G. and Hart, M.M. (2001). “From initial idea to unique advantage: the entrepreneurial challenge of constructing a resource base”. The Academy of Management Executive, 15(1), 64-78.
Campbell, A., Goold, M. and Alexander, M. (1995). “Corporate strategy: the quest for parenting advantage”. Harvard Business Review, 73(2), 120-132.
Christensen, C.M. (1997). “Making strategy: learning by doing”. Harvard Business Review, 75(6), 141-156.
Cooper, R. and Maskell, B. (2008). “How to manage through worseebeforeebetter”. MIT Sloan Management Review, 49(4), 58-65.
Courtney, H., Kirkland, J. and Viguerie, P. (1997). “Strategy under uncertainty”. Harvard Business Review, 75(6), 67-79.
Cross, R., Liedtka, J. and Weiss, L. (2005). “A practical guide to social networks”. Harvard Business Review, 83(3), 124-132.
Cummings, J.L. and Holmberg, S.R. (2012). “Bestefit alliance partners: the use of critical success factors in a comprehensive partner selection process”. Long Range Planing. 45(2/3), 136-159.
Currie, W.L. and Seddon, J.J.M. (1992). “Managing AMT in a juste in time environment in the UK and Japan”. British Journal of Management, 3(3), 123-136.
Day, G.S. (2007). “Is it real? Can we win? Is it worth doing?” Harvard Business Review, 85(12), 110-120.
Drozdow, N. and Carroll, V.P. (1997). “Tools for strategy development in family firms”. MIT Sloan Management Review. 39(1), 116.
Duck, J.D. (1993). “Managing change: the art of balancing”. Harvard Business Review, 71(6), 109-118.
Duncan, W.J., Ginter, P.M., and Swayne, L.E. (1998). “Competitive advantage and internal organizational assessment”. The Academy of Management Executive, 12(3), 6-16.
Durand, R., Grant, R.M. and Madsen, T.L. (2017). “The expanding domain of strategic management research and the quest for integration”. Strategic Management Journal, 38(1), 4-16.
Eden, C. (1990). “Strategic thinking with computers”. Long Range Planing, 23(6), 35-43.
Eisenhardt, K.M. and Sull, D.N. (2001). “Strategy as simple rules”. Harvard Business Review, 79(1), 106-119.
Ferreira, N., Kar, J. and Trigeorgis, L. (2009). “Option games”. Harvard Business Review, 87(3), 101-107.
Fjeldstad, O.D. and Ketels, C.H.M. (2006). “Competitive advantage and the value network configuration: making decisions at a Swedish life insurance company”.Long Range Planing, 39(2), 109-131.
Fleisher, C.S. and Bensoussan, B.S. (2015). Business and competitive analysis. New Jersey. Pearson Education Inc.
Foster, M.J. (1993). “Scenario planning for small businesses”. Long Range Planing, 26(1), 123-129.
Gadiesh, O. and Gilbert, J.L. (1998). “How to map your industry's profit pool”. Harvard Business Review, 76(3), 149-162.
Gates, S., and Very, P. (2003). “Measuring performance during Mergers and acquisitions integration”. Long Range Planing, 36(2), 167.
Ghemawat, P. (2001). “Distance still matters: the hard reality of global expansion”. Harvard Business Review, 79(8), 137-147.
Giles, W.D. (1991). “Making strategy work”. Long Range Planing. 24(5), 75-91.
Goodwin, P. and Wright, G. (2001). “Enhancing strategy evaluation in scenario planning: a role for decision analysis”. Journal of Management Studies, 38(1), 1-16.
Guerras-Martín, L.A., Madhok, A. and Montoro-Sánchez, A. (2014). “The evolution of strategic management research: Recent trends and current directions”. Business Research Quarterly, 17(2), 69-76.
Hall, R. (1993). “A framework linking intangible resources and capabilities to sustainable competitive advantage”. Strategic Management Journal, 14(8), 607-618.
Hambrick, D.C. and Fredrickson, J.W. (2001). “Are you sure you have a strategy?”. The Academy of Management Executive, 15(4), 48-59.
Heracleous, L. and Langham, B. (1996). “Strategic change and organizational culture at hay management consultants”. Long Range Planing, 29(4), 485-494.
Higgins, J.M. (1996). “Innovate or evaporate: creative techniques for strategists”. Long Range Planing. 29(3), 370-380.
Hodgkinson, G.P., Whittington, R., Johnson, G. and Schwarz, M. (2006). “The role of strategy workshops in strategy development processes: formality, communication, co-ordination and inclusion”. Long Range Planning, 39(5), 479-496.
Holmberg, S.R. and Cummings, J.L. (2009). “Building successful strategic alliances: strategic process and analytical tool for selecting partner industries and firms”. Long Range Planing, 42(2), 164-193.
Hoopes, D.G. and Postrel, S. (1999). “Shared knowledge, “glitches”, and product development performance”. Strategic Management Journal, 20(9), 837-865.
Irwin, D. (2002). “Strategy mapping in the public sector”. Long Range Planing, 35(6), 637.
Jarratt, D. and Stiles, D. (2010). “How are methodologies and tools framing managers' strategizing practice in competitive strategy development?”. British Journal of Management, 21(1), 28-43.
Jarzabkowski, P. and Kaplan, S. (2015). “Strategy tools-in-use: a framework for understanding ‘technologies of rationality’ in practice”. Strategic Management Journal, 36,537-558.
Johnson, G., Whittington, R. and Scholes, K. (2011). Exploring Strategy. Prentice Hall.
Jose, P.D. (1996). “Corporate strategy and the environment: a portfolio approach”. Long Range Planing, 29(4), 462-472.
Kaplan, R.S. and Anderson, S.R. (2004). “Time-driven activity-based costing”. Harvard Business Review, 82(11), 131-138.
Kaplan, R.S. and Norton, D.P. (2000). “Having trouble with your strategy? Then map it”. Harvard Business Review, 78(5), 167-176.
Kaplan, R.S. and Norton, D.P. (2004). “Measuring the strategic readiness of intangible assets”. Harvard Business Review, 82(2), 52-63.
Kaplan, R.S. and Norton, D.P. (2007). “Using the balanced scorecard as a strategic management system”. Harvard Business Review, 85(7/8), 150-161.
Kaplan, R.S. and Norton, D.P. (2008). “Mastering the management system”. Harvard Business Review, 86(1), 62-77.
Keller, K.L. (2000). “The brand report card”. Harvard Business Review, 78(1), 147-157.
Kettinger, W.J. and Teng, J.T.C. (1998). “Aligning Business Process Re-generationto strategy: a framework for analysis”. Long Range Planing, 31(1), 93-107.
Kim, W.C. and Mauborgne, R. (1999). “Creating new market space”. Harvard Business Review, 77(1), 83-93.
Kim, W.C. and Mauborgne, R. (2002). “Charting your company's future”. Harvard Business Review, 80(6), 76-82.
Lederer, C. and Hill, S. (2001). “See your brands through your customers' eyes”. Harvard Business Review, 79(6), 125-133.
Luehrman, T.A. (1997). “What's it worth? A general manager's guide to valuation”. Harvard Business Review, 75(3), 132-142.
MacMillan, I.C. and McGrath, R.G. (1995). “Discovery-driven planning”. Harvard Business Review, 73(4), 44-54.
MacMillan, I.C. and McGrath, R.G. (1996). “Discover your products' hidden potential”. Harvard Business Review. 74(3), 58-73.
MacMillan, I.C. and McGrath, R.G. (1997). “Discovering new points of differentiation”. Harvard Business Review, 75(4), 133-145.
Maitland, E. and Sammartino, A. (2012). “Flexible footprints: reconfiguring Multinational corporation for new value opportunities”, California Management Review, 54(2), 92-117.
Markides, C.C. (1997). “To diversify or not to diversify”. Harvard Business Review, 75(6), 93-99.
Martin, R.L. (2015). “There are still only two ways to compete”. Available in: https://hbr.org/ 2015/04/ there-are-still-only-two-ways-to-compete.
McWilliams, A. and Siegel, D.S. (2011). “Creating and capturing value: strategic corporate social responsibility resourceebased theory, and sustainable competitive advantage”. Journal of Management, 37(5), 1480-1495.
Miller, K.D. and Waller, H.G. (2003). “Scenarios, real options and integrated risk management”. Long Range Planing, 36(1), 93-107.
Mills, R.W. and Weinstein, B. (1996). “Calculating shareholder value in a turbulent environment”. Long Range Planing, 29(1), 76-83.
Mintzberg, H. (1994). The Rise andFall of Strategic Planning. Prentice Hall. Hemel Hempstead.
Narayandas, D. (2005). “Building loyalty in business markets”. Harvard Business Review, 83(9), 131-139.
Neilson, G.L., Martin, K.L. and Powers, E. (2008). “The secrets to successful strategy execution”. Harvard Business Review, 86(6), 60-70.
O'Higgins, E. and Weigel, J. (1999). “Heart of the Business: a new tool for tracking and increasing value added”. Long Range Planing, 32(1), 65-74.
Pearce, J.A. and Robinson, R.B. (2009). Strategic management: (formulation, implementation, and control). Boston. McGraw-Hill Irwin.
Piercy, N. and Morgan, N. (1991). “Internal marketinge the missing half of the marketing programe”. Long Range Planing, 24(2), 82-93.
Priem, R.L. (2007). “A consumer perspective on value creation”. Academy of Management Revie, 32(1), 219-235.
Qian, Yi. (2014). “Brand management and strategies against counterfeits”. Journal of Economics and Management Strategy, 23(2), 317-343.
Repenning, N.P. and Sterman, J.D. (2001). “Nobody ever gets credit for fixing problems that never happened: creating and sustaining process improvement”. California Management Review, 43(4), 64-88.
Rigby, D.K. (2001). “Putting tools to the test: senior executives rate 25 top management tools”. Strategy and Leadership, 29(3), 4-12.
Rigby, D. and Zook, C. (2002). “Open-market innovation”. Harvard Business Review, 80(10), 80-89.
Robertson, C.J. and Crittenden, W.F. (2003). “Mapping moral philosophies: strategic implications for multinational firms”. Strategic Management Journal, 24(4), 385-392.
Rockart, J.F. and Hofman, J.D. (1992). “Systems delivery: evolving new strategies”. MIT Sloan Management Review, 33(4), 21-31.
Rudder, L. and Louw, L. (1998). “The SPACE matrix: a tool for calibrating competition”. Long Range Planing, 31(4), 549-559.
Schilling, A. and Hill, C.W.L. (1998). “Managing the new product development process: strategic imperatives”. The Academy of Management Executive, 12(3), 67-81.
Schoemaker, P.J.H. (1993). “Multiple scenario development: its conceptual and behavioural foundation”. Strategic Management Journal, 14(3), 193-213.
Schoemaker, P.J.H. (1995). “Scenario planning: a tool for strategic thinking”. MIT Sloan Management Review, 36(2), 25-40.
Shay, J.P. and Rothaermel, F. (1999). “Dynamic competitive strategy: towards a multieperspective conceptual framework”. Long Range Planing, 32(6), 559-572.
Simanis, E. and Hart, S. (2009). “Innovation from the inside out”. MIT Sloan Management Review, 50(4), 77-86.
Siren, C. and Kohtamaki, M. (2016). “Stretching strategic learning to the limit: the interaction between strategic planning and learning”. Journal of Business Research, 69(2), 653-663.
Slywotzky, A.J. and Drzik, J. (2005). “Countering the biggest risk of all”. Harvard Business Review, 83(4), 78-88.
Smit, H. and Moraitis, T. (2010). “Playing at serial acquisitions”. California Management Review, 53(1), 56-89.
Spee, A.P. and Jarzabkowski, P. (2009). “Strategy tools as boundary objects”. Strategic Organization, 7(2), 223-232.
Stenfors, S. (2007). Strategy Tools and Strategy Toys: Management Tools in Strategy Work. Helsinki School of Economics A-297.
Tjan, A.K. (2001). “Finally, a way to put your internet portfolio in order”. Harvard Business Review, 79(2), 76-85.
Treacy, M. and Sims, J. (2004). “Take command of your growth”. Harvard Business Review, 82(4), 127-133.
Trueman, M. and Jobber, D. (1998). “Competing through design”. Long Range Planing, 31(4), 594-605.
Vaara, E. and Whittington, R. (2012). “Strategy-as-practice: taking social practices seriously”. The Academy of Management Annals, 6(1), 285-336.
Vuorinen, T., Hakala, H., Kohtamäki, M. and Uusitalo, K. (2017). “Mapping the landscape of strategy tools: A review on strategy tools published in leading journals within the past 25 years”. Long Range Planning, In Press.
Watson, R.T., Zinkhan, G.M. and Pitt, L.F. (2004). “Object-orientation: a tool for enterprise design”. California Management Review, 46(4), 89-110.
Whittington, R. (2006). “Completing the practice turn in strategy research”. Organization Studies, 27(5), 613-634.
Wiig, K.M. (1997). “Integrating intellectual capital and knowledge management”. Long Range Planing, 30(3), 399-405.
Wright, R.P., Paroutis, S.E. and Blettner, D.P. (2013). “How useful are the strategic tools we teach in business schools?”. Journal of Management Studies, 50(1), 92-125.
Yoffie, D.B. and Kwak, M. (2002). “Mastering balance: how to meet and beat a stronger opponent”. California Management Review, 44(2), 8-24.
Zeithaml, V.A., Rust, R.T. and Lemon, K.N. (2001). “The customer pyramid: creating and serving profitable customers”. California Management Review, 43(4), 118-142.