Preferencje help
Widoczny [Schowaj] Abstrakt
Liczba wyników
2016 | 36 | nr 109 | 47--72
Tytuł artykułu

Strategic Processes in Georgian Manufacturing Companies : Business-Level Strategy Perspective

Treść / Zawartość
Warianty tytułu
Procesy strategiczne w gruzińskich firmach produkcyjnych : perspektywa strategii z poziomu biznesowego
Języki publikacji
Celem badań było zidentyfikowanie powiązań między głównymi rodzajami strategii oraz wydajnością organizacyjną. Badaniom poddano prezesów 104 gruzińskich firm produkcyjnych. Wyniki wskazują, że firmy posiadające zintegrowane strategie biznesowe osiągają lepsze wyniki. Jest to sprzeczne z koncepcją, że nie jest skuteczne stosowanie kombinacji strategii niskokosztowej oraz strategii zróżnicowania. Nie stwierdzono silnych powiązań między strategicznym typem a planowaniem strategicznej implementacji. Co więcej, firmy kładące nacisk na planowanie strategii implementacji osiągają lepszą wydajność niż te, które "utknęły w środku". Wyniki badań są szczególnie przydatne dla praktyków zarządzania, gdyż dostarczają menedżerom informacji ułatwiających procesy formułowania i wdrażania strategii. Badanie to wnosi wkład do istniejącej literatury poprzez diagnozę procesów tworzenia strategii w gruzińskich przedsiębiorstwach produkcyjnych.(abstrakt oryginalny)
The purpose of this study is to examine the links between generic strategy types and organizational performance. Moreover, this paper will attempt to discover whether or not the emphasis on planning strategy implementation will enhance a company with superior performance. This paper studied 104 Georgian based manufacturing companies. A questionnaire was chosen as the survey instrument. The respondents selected were CEOs of the manufacturing companies being surveyed. Findings of this study are based on the results of the hypotheses tests which indicate that companies with clearly defined business strategies are performing better. The group of companies with integrated strategies had better performance than those concentrating on either of them. This contradicts the idea that it is not effective to use a combination of cost-leadership and differentiation strategy because of their exclusivity. There were no strong ties established between the strategic type and the planning of strategic implementation. Moreover, companies placing emphasis on planning strategy implementation have better performances than those "stuck in the middle". The results of this study are particularly useful for practitioners, as it can provide managers with the information connected with strategy formulation and implementation processes. This study makes a contribution to the existing literature by exploring strategy processes within Georgian based manufacturing companies, and addressing the inconclusiveness of the results of generic strategies and organizational performance. (original abstract)
  • Ivane Javakhishvili Tbilisi State University Tbilisi, Georgia
  • Baker, M.J., Black, C.D. and Hart, S. (1988), "The competitiveness of British industry: what really makes the difference?", European Journal of Marketing, Vol. 22 No. 2, pp. 70-85.
  • Bauer, C. and Colgan, J. (2001), "Planning for electronic commerce strategy: an explanatory study from the financial services sector", Logistics Information Management, Vol. 14 Nos 1/2, pp. 24-32.
  • Berthoff, A. (2002), "Differentiation II", Computer Dealer News., Vol. 18 No. 2, p. 20.
  • Beard, D., & Dess, G., (1981), "Corporate-Level Strategy, Business-Level Strategy, and Firm Performance", The Academy of Management Journal, Vol. 24, No. 4 (Dec., 1981), pp. 663-688
  • Bharadwaj, S.G., Varadarajan, P.R. and Fahy, J. (1993), "Sustainable competitive advantage in service industries: a conceptual model and research propositions", Journal of Marketing, Vol. 57, October, pp. 83-99.
  • Bourgeois, L.J. (1980). 'Strategy and environment: A conceptual integration'. Academy of Management Review, 5, pp. 25-39
  • Burt, D.N. (1978). 'Planning and Performance in Australian Retailing'. Long Range Planning, 11(3), pp.62-66.
  • Campbell-Hunt, C. (2000), "What have we learned about generic competitive strategy? A meta-analysis, Strategic Management Journal, Vol. 21, February, pp. 127-54.
  • Chakravarthy, S. (2000), "Business line: e-strategy: different strokes", Businessline, October 4.
  • Cragg, P.B. & King, M. (1988). "Organizational Characteristics and Small Firms" Performance Revisited'. Entrepreneurship: Theory & Practice, 13(2), pp. 48-53.
  • Chrisman, J., Hofer, C. and Bolton, W. (1988), "Toward a system for classifying business strategies", Academy of Management Review, Vol. 13, pp. 413-28.
  • Cronbach, L.J. (1951). 'Coefficient Alpha and the Internai Structure of Tests'. Psychometrika, 16,297-334.
  • Cronshaw, M., Davis, E. and Kay, J. (1994). "On Being Stuck in the Middle or Good Food Costs Less at Sainsbury's". British Journal of Management, 5 (1), 19-32.
  • Cross, L. (1999), "Strategy drives marketing success", Graphic Arts Monthly, Vol. 71 No. 2, p. 96.
  • Darrow, W.P., Algin, B. and King, D.H. (2001), "David vs Goliath in the hardware industry: generic strategies and critical success factors as revealed by business practice", The Mid-Atlantic Journal of Business, Vol. 37 Nos 2/3, pp. 97-109.
  • David, F. (2000), "Strategic Management Concepts and Cases", Prentice-Hall, Englewood Cliffs, NJ.
  • Davidson, S. (2001), "Seizing the competitive advantage", Community Banker, Vol. 10 No. 8, pp. 32-4.
  • Dess, G.G. and Davis, P.S. (1984), "Porter's (1980) Generic strategies as determinants of strategic group membership and organizational performance", Academy of Management Journal, Vol. 27 No. 3, pp. 467-88.
  • Dess, G.G. and Robinson, R.B. Jr (1984), "Measuring organizational performance in the absence of objective measures", Strategic Management Journal, Vol. 5, pp. 265-73.
  • Fahy, J. and Smithee, A. (1999), "Strategic marketing and the resource base view of the firm", Academy of Marketing Science Review, Vol. 99 No. 10.
  • Frazier, G.L. and Howell, R.D. (1983), "Business definition and performance", Journal of Marketing, Vol. 47, pp. 59-67.
  • Goldsmith, W. and Clutterbuck, D. (1984), The Winning Streak: Britain's Top Companies Reveal their Formulas for Success, Weidenfield and Nicolson, London.
  • Grant, J. H. and King, W.R., (1982). The Logic of Strategic Planning. Boston: Little Brown and Co.
  • Green, S.B. & Salkind, N.J. (2008). Using SPSS for Windows and Macintosh - Analyzing and Understanding Data, (6 ed.). New Jersey: Pearson Prentice Hall.
  • Grinyer, P.H., Yasai-Ardekani, M. & Al-Bazzaz, S. (1980). 'Strategy, Structure, the Environment, and Financial Performance in 48 United Kingdom Companies', Academy of Management Journal, 23(2), pp.193-2.
  • Gupta, A. (1995), "A stakeholder analysis approach for interorganizational systems", Industrial Management and Stat Systems, Vol. 95 No. 6, pp. 3-7.
  • Hair Jr., J.F., Black, W.C, Babin, B.J., Anderson, R. E. & Tatham, R. L. (2006). Multivariate Data Analysis, (6 ed.). New Jersey: Pearson Prentice Hall.
  • Hall, W.K. (1983), "Survival in a hostile environment", in Hammermesh, R.G. (Ed.), Strategic Management, Wiley, New York, NY, pp. 151-69.
  • Helms, M.M., Clay, D. and Peter, W. (1997), "Competitive strategies and business performance: evidence from the adhesives and sealants industry", Management Decision, Vol. 35 No. 9, pp. 689-703.
  • Hickson, D.J., Miller, S.J. & Wilson, D.C. (2003). 'Planned or Prioritized? Two Options in Managing the Implementation of Strategic Decisions'. Journal of Management Studies, 40(7), pp.1803-1836.
  • Hitt, M.A., Ireland, R.D. & Hoskisson, R.E. (2007). "Strategic Management Competitiveness and Globalisation", (7 ed.). Ohio: Thomson South-Western.
  • Hlavacka, S., Ljuba, B., Viera, R. and Robert, W. (2001), "Performance implications of Porter's generic strategies in Slovak hospitals", Journal of Management in Medicine, Vol. 15 No. 1, pp. 44-66
  • Hooley, G.I. and Lynch, J.E. (1985), "Marketing lesson's from the UK's high-flying companies", Journal of Marketing Management, Vol. 1, pp. 65-74.
  • Hyatt, L. (2001), "A simple guide to strategy", Nursing Homes, Vol. 50 No. 1, pp. 12-3.
  • Jofre S. (2011), Strategic Management: The Theory and Practice of Strategy in (Business) Organizations, Technical University of Denmark.
  • Kargar, J. (1996). 'Strategic Planning System Characteristics and Planning Effectiveness in Small Mature Firms'. The Mid-Atlantic Journal of Business, 32(1), pp. 19-3.
  • Karnani, A. (1984). 'Generic competitive strategies - An analytical approach'. Strategic Management Journal, 5(4), pp. 367-38.
  • Kim, L. and Lim, Y. (1988), "Environment, generic strategies, and performance in a rapidly developing country: a taxonomic approach", Academy of Management Journal, Vol. 31, pp. 802-27.
  • Klein, H.E. (1979). Growth, Profit and Long Range Planning in Banks. Ann Arbor, Mich.: University of Michigan Press.
  • Klein, H. E. (1981). 'The Impact of Planning on Growth and Profit'. Journal of Bank Research, 33(2), pp. 105-109.
  • Kukalis, S. (1991). 'Determinants of Strategic Planning Systems in Large Organizations: A Contingency Approach'. Journal of Management Studies, 28(2), pp.
  • 143-1. Kumar, K., Subramanian, R. and Yauger, C. (1997), "Pure versus hybrid: performance implications of Porter's generic strategies", Health Care Management Review, Vol. 22 No. 4, pp. 47-60.
  • Lenz, R.T. (1980). "Environment, Strategy, Organization Structure and Performance: Patterns in One Industry". Strategic Management Journal, 1(3), pp. 209-2.
  • Liff, S., He, J. and Steward, F. (1993), "Technology content and competitive advantage: strategic analysis on the steel processing and watch manufacturing sectors in the People's Republic of China", International Journal of Technology Management, Vol. 8 Nos 3-5, pp. 309-32.
  • Luo, Y. and Zhao, H. (2004). 'Corporate link and competitive strategy in multinational enterprises: a perspective from subsidiaries seeking host market penetration'. Journal of International Management, 10(1), pp. 77-10.
  • Malburg, C. (2000), "Competing on costs", Industry Week, Vol. 249 No. 17, p. 31.
  • Matthews, C.H. & Scott, S.G. (1995). 'Uncertainty and Planning in Small and Entrepreneurial Firms: An Empirical Assessment'. Journal of Small Business Management, 33(4), pp. 34.
  • McCracken, L. (2002), "Differentiation: win new business with less effort", Principal's Report, Vol. 2 No. 4, p. 1.
  • Miles, R.E. and Snow, C.C. (1978), Organizational Strategy, Structure, and Process, McGraw-Hill, New York, NY.
  • Miller, A. (1998), Strategic Management, 3rd ed., Irwin McGraw-Hill, New York, NY
  • Miller, A. and Dess, G. (1993), "Assessing Porter's (1980) model in terms of its generalizability, accuracy, and simplicity", Journal of Management Studies, Vol. 30, pp. 553-85.
  • Nandakumar M.K., Ghobadian A, and O'Regan N. (2011),"Generic strategies and performance - evidence from manufacturing firms", International Journal of Productivity and Performance Management, Vol. 60 Iss 3 pp. 222 - 251.
  • Noble, C.H. & Mokwa, M.P. (1999). Implementing Marketing Strategies: Developing and Testing a Managerial Theory', Journal of Marketing, 63(4), pp. 57-73.
  • Nutt, P.C. (1999). 'Surprising but true: Half the decisions in organizations fail'. Academy of Management Executive, 13(4), pp. 75-90.
  • Parker, B. and Helms, M.M. (1992). 'Generic strategies and firm performance in a declining Industry'. Management international Review, Vol. 32(1), pp. 2
  • Porter, M.E. (1980), Competitive Strategy: Techniques for Analyzing Industries and Competitors, The Free Press, New York, NY.
  • Porter, M.E. (1985), Competitive Advantage: Creating and Sustaining Superior Performance, The Free Press, New York, NY.
  • Rajecki, R. (2002), "What's your brand", Contracting Business, Vol. 59 No. 3, p. 40.
  • Reilly, T. (2002), "Be a champion of the solution", Industrial Distribution, Vol. 91 No. 5, p. 62.
  • Ramanujam, V., Venkatraman, N. & Camillus, J.C. (1988). Multi-Objective Assessment of Effectiveness of Strategie Planning: A Discriminant Analysis Approach. Academy of Management Journal, 29(2), pp. 347-37.
  • Richard S. A.M.M. Helms, (2006), "Linking strategic practices and organizational performance to Porter's generic strategies", Business Process Management Journal, Vol. 12 Iss 4 pp. 433-454.
  • Robinson Jr. R.B. and Pearce II, J.A. (1983). 'The Impact of Formalized Strategic Planning on Financial Performance in Small Organizations'. Strategic Management Journal, 4(3), pp. 197207.
  • Robinson, R.B. Jr and Pearce, J.A. II (1988), "Planned patterns of strategic behavior and their relationship to business-unit performance", Strategic Management Journal., Vol. 9, pp. 43-60.
  • Robinson, J.P., Shaver, P.R. and Wrightsman, L.S. (1991). Criteria for Scale Sélection and Evaluation. In J.P. Robinson, P.R. Shanver and L.S. Wrightsman (eds.). Measures of Personality and Social Psychological Attitudes, San Diego, CA: Académie Press.
  • Ross, D.N. (1999), "Culture as a context for multinational business: a framework for assessing the strategy-culture 'fit'", Multinational Business Review, Vol. 7 No. 1, pp. 13-9.
  • Rumelt, R.P., (1974). Strategy, Structure, and Economic Performance. Boston: Harvard Business School Press.
  • Salant, P. & Dillman, D. (1994). How to Conduci Your Own Survey. New York: John Wiley
  • Saunders, M., Lewis PH. And Thornhill A. (2009) Research methods for business students, 5 the ed. Prentice Hall, London, pp. 360-414
  • Saunders, J. and Wong, V. (1985), "In search of excellence in the UK", Journal of Marketing Management, Vol. 1, pp. 119-37.
  • Schendel, D. and Hofer, C.W., (1979). Strategic Management: A new View of Business Policy and Planning. Boston: Little Brown.
  • Shrader, C.B, Chacko, T.I., Herrman, P. & Mulford, C. (2004). 'Planning and Firm Performance: Effects of Multiple Planning Activities and Technology Policy'. International Journal of Management and Decision Making, 5(2/3), pp. 171- 179.
  • Slocum, J.W. Jr, McGill, M. and Lei, D.T. (1994), "The new learning strategy: anytime, anything, anywhere", Organizational Dynamics, Vol. 23 No. 2, pp. 33- 47.
  • Surowiecki, J. (1999), "The return of Michael Porter", Fortune, Vol. 139 No. 2, pp. 135-148.
  • Thompson, A. and Strickland, A. (1998), Crafting and Implementing Strategy, Irwin McGraw-Hill, New York, NY.
  • Troy, M. (2002), "Below the surface lies a discount core", DSN Retailing Today, Vol. 41 No. 7, p. 57.
  • Tuminello, R. (2002), "The psychology of client selection", Northwest Construction, Vol. 5 No. 2, p. 14.
  • Venu, S. (2001), "India: competitive advantage: alternative scenarios", Businessline, Vol. 12, p. 1.
  • Wood Jr., D.R. & LaForge, R.L. (1979). 'The Impact of Comprehensive Planning on Financial Performance'. Academy of Management Journal, 22(3), p. 516-5.
Typ dokumentu
Identyfikator YADDA

Zgłoszenie zostało wysłane

Zgłoszenie zostało wysłane

Musisz być zalogowany aby pisać komentarze.
JavaScript jest wyłączony w Twojej przeglądarce internetowej. Włącz go, a następnie odśwież stronę, aby móc w pełni z niej korzystać.