manajemen strategik - gunadarma...

Manajemen Strategik Budi Hermana – Universitas Gunadarma

Manajemen Strategik http://www.topuniversities.com/sites/qs.topuni/files/MManagement%20careers%20-%20Strategic%20management.jpg

http://cdn.computerworld.com.au/article/images/740x500/dimg/game_change.jpg http://tusside.tubitak.gov.tr/en/egitimlerimiz/Social-Research


Theory and Research in Strategic Management

Hoskisson, R.E., M.A. Hitt, W. P. Wan, D. Yiu. 1999. Journal of

Management, Vol. 25, No. 3, 417–456

http://www.methodbrain.com/dsia/about-dsia.cfm

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Theoretical and Methodological Evolution in Strategic Management

Chandler’s (1962) Strategy and Structure

Ansoff’s (1965) Corporate Strategy, Learned et al.’s (1965/1969) Business Policy: Text and Cases

Herbert Simon’s (1945) Administrative Behaviors Cyert and March’s (1963)

A Behavioral Theory of the Firm

Structure-conduct-performance framework. Porter (1980, 1985)

Strategic groups Hunt (1972)

Competitive dynamics Bettis and Hitt (1995)

Transaction costs economics Williamson’s (1975, 1985)

Agency theory Jensen & Meckling, 1976; Fama & Jensen, 1983

A Resource-based View of the Firm Wernerfelt’s (1984) “A Strategic leadership and strategic decision theory Finkelstein & Hambrick, 1996

Fayol (1949) proposed the major

managerial actions as planning, organizing, coordinating, commanding, and controlling.

The Nature of Managerial Work, Henry Mintzberg (1973) classified ten managerial roles into three categories: interpersonal, informational, and decisional.

Knowledge-based view of the firm Cohen and Levinthal (1990)


Future Directions

Rapid change in technology and the rise of the information age means that the nature and pace of firm competition are likely to be different

From an IO economics perspective, mobility barriers or market positions are the critical sources of competitive advantages that lead to

superior performance.

Parallel to the rapid technological change is the increased level of globalization.

a new approach to understanding top management motivation and actions is

stewardship theory Dess et al. (1995) called for more integrating research across two or more levels of strategy.

The field of strategic management will likely experience increasing integration of

multiple theoretical paradigms


Research Areas in Strategic Management Howard Thomas University of Illinois at Urbana-Champain

Science and Art in Policy Formulation

Design and Test of Analytical Concepts and Operational Approach

Historical Relationships and Implementation Problems

Interface of Business Policy Formulation with Social Problems and Other Institutions

Anshen and Guth


Strategic Road Map

•Strategic Road Map

http://www.a4r4.com/consulting

http://www.washington.edu/emergency/newsletter/newsletter-april-2009


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What is Vision? How to achieve a vision?

http://futureofcio.blogspot.com/2013/07/corporate-big-five-from-oxymoron-to.html

http://www.listentech.com/media/SMART.jpg


Segev (2006): Mysticism and Strategic Management, Chapter 1: A Road Map to the World of Strategic Management

Organizational performance is the core of strategic

management

The environment in which the organization operates is one of the major determinants of

its functioning.

From the ecological perspective, the natural selection mechanism is

responsible for the rise, success, and fall of organizations

(NeoDarwinism) Others view it as stylistic,

political or cultural process.

A Vertical Road Map


A Strategic Alignment Model for New Product Development

Source: Hei-Kuang Lee and Chih-Ming Liu


Measuring Strategic Performance http://www.clintburdett.com/process/04_team/team_05_measures.htm#.VA3b7aOVCZQ

http://manageta.com/steps-objectives-performance-measures/ http://en.wikipedia.org/wiki/File:Blind_monks_examining_an_elephant.jpg

Mitchell dkk (2013). Scoring Strategic Performance: a pragmatic constructivist approach to

strategic performance measurement. Journal of Management & Governance. 17:5–34

http://business.financialpost.com/2012/12/11/myths-regarding-performance-management/


Operational performance is basically measured in terms of efficiency, i.e.

input–output relations. Strategic performance is, accordingly, basically

concerned with and thus measured by issues of effectiveness, i.e. output-goal relations.

Internal-external fit: the task of strategic performance

Pragmatic constructivism as basis for strategic performance

The necessary and sufficient condition for an action to be successful is that these four dimensions in the actor-world relation are integrated in the actor’s

perspective: facts, possibility, value and communication.

Strategic performance

Coherence

Coherency does not mean that the facts, possibilities and values of the interacting parties must be identical but that they must complement each other.

Coherency in cross-cultural interaction does not mean having the same factual

basis, the same possibilities and logic and the same values. It means that they complement each other.


Strategic performance measurement

The aim of strategic performance measurement is to create instruments that within a short period of

time, can indicate the long-term effects of strategic performance.

We can only measure historical and real-time

performance issues, but not future issues.

The preparations, planning and other endeavours to cope with the future can be estimated and

evaluated qualitatively


1. Strategic planning narrative

The strategic profile may be the silent result of an emerging intuitive strategic performance, or it may be the

result of an intended and formulated strategic performance according to a plan (Mintzberg)

To organise the strategic process consciously, leaders have to

formulate a narrative of the strategy for their staff to know what

to do and what to expect.

Strategy in this case involves (1) formulating a strategic plan, (2) implementing and monitoring the achievement of the strategic plan, and (3) reflecting,

learning and revising the strategic plan.


2. Tracing changes in strategic coherence

Good strategic performance creates a high degree of internal-

external fit by establishing coherence between efficient operating units.

Managerial strategic performance measurement reflects the changes in the strategic situation, i.e. the changes in the strategic

coherence that take place over a certain period of time.

Strategic measurement therefore needs indicators that can be used to directly express changes in coherency and therefore anticipate long term effects on total company performance.

Such monitoring of coherency changes can be used to adjust the strategic behaviour and thereby improve the oncoming total

company performance.


3. Pro-active truth and learning theory of truth Analysis and reality checking of the intended strategy can result in measurement

statements that are pro-actively true. These statements create a set of expectations. If these expectations are realised in action, then the statement is pragmatically true.

Pragmatic truth can only be judged ex-post as success or failure becomes apparent. The difference between pro-active truth and pragmatic truth—if there is any—is

termed the truth gap. The truth gap between what we expected to do and what we did includes two dimensions, strategy setting and strategy execution.

The deviation between what we should have done and what we did is the strategic execution gap. The deviation between what we expected to do and what we should

have done is the strategic setting gap.

The truth gap is to be kept small and insignificant. If it is large, information which is only pro-actively true is misleading to the users.

Truth gap monitoring becomes a basis for a continuous learning and

improvement process.


4. Constructing the strategic platform of integration scorecards

Measurements and decision-making systems normally presuppose stable and well-defined conditions. Strategically, however, the systems

are essentially subject to change and not stable.

If operational problems in a unit are caused or influenced by the output it receives from a previous unit or by the demand it meets from a subsequent unit, then these problems must be registered in the

integration scorecard as a coherence problem.

Scorecard analyses the degree of coherence between units in the performance chain.

The platform contains a top-level integration scorecard that reflects the change in the strategic profile of the company, i.e. changes in the

internal-external fit.

For each of the links between internal units an integration scorecard is constructed to reflect the changes in coherence between the units.

A strategic balance sheet


Using Balanced Scorecard as

Robert S. Kaplan and David N. Norton (2007) Harvard Business Review

a Strategic Management System

http://www.piloter.org/executive-dashboard/images/balanced-scorecard-3.jpg


Translating Vision and Strategy: Four Perspectives


Managing Strategy: Four Process


How One Company Bulit a Strategic Management System


Personnal Scorecard

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