Gerry Johnson

Tameside Hospital NHS Foundation Trust · Department of Radiology

Exploring Strategy is Europe's leading Strategy text. It covers all the basics as well as adds substantial depth on all core topics. Its focus is on strategy analysis, process and practice and is distinctive in fusing the rigour of academic research with the practical day-to-day activities of strategy managers.

2016) Fundamentals of Strategy, (Greek Edition) ed. Kritiki, Athens, pp. 473-477 ΖΥΘΟΠΟΙΙΑ ΜΑΚΕΔΟΝΙΑΣ ΘΡΑΚΗΣ Εισαγωγή Στα μέσα της δεκαετίας του 1990, η Ελλάδα ήταν μία από τις ελάχιστες χώρες χωρίς εγχώριας ιδιοκτησίας βιομηχανία ζυθοποιίας, με το σύνολο της μπύρας που καταναλώνονταν στη χώρα να είναι είτε εισαγόμενη, είτε παραγόμενη στη χώρα από...

2016) Fundamentals of Strategy, (Greek Edition) ed. Kritiki, Athens, pp. 486-490 CSM BAKERY SOLUTIONS Εισαγωγή Η ελληνική οικονομία εξακολουθεί να είναι αντιμέτωπη με μια άνευ προηγουμένου για τη χώρα κρίση, επτά χρόνια μετά την εμφάνισή της, το 2008, ενώ τα σημάδια ανάκαμψης αργούν να φανούν και οι προοπτικές δεν διαγράφονται ιδιαίτερα ευοίωνες, λ...

2016) Fundamentals of Strategy, (Greek Edition) ed. Kritiki, Athens, pp. 469-473 FAGE INTERNATIONAL S.A. Η Εταιρεία Η ΦΑΓΕ, αποτελεί μια από τις κορυφαίες εταιρείες γαλακτοκομικών προϊόντων διεθνώς με ηγετική παρουσία στην ελληνική αγορά, αλλά και σε τμήματα-κατηγορίες γιαουρτιού σε μεγάλες ξένες αγορές. Η ΦΑΓΕ ξεκίνησε το 1926 τη δραστηριότητά της...

2016) Fundamentals of Strategy, (Greek Edition) ed. Kritiki, Athens, pp. 465-469 Yahoo! Μια αλλαγή που αργεί να έρθει Το Φεβρουάριο του 2016, Η διοίκηση της εταιρείας Yahoo! ανακοίνωσε την απόφασή της να απολύσει το 15% των εργαζομένων σε αυτή. Νωρίτερα είχε ανακοινώσει ότι σχεδιάζει να κλείσει τα γραφεία της σε μια σειρά από μεγάλες πόλεις του εξω...

2016) Fundamentals of Strategy, (Greek Edition) ed. Kritiki, Athens, pp. 469-473 FAGE INTERNATIONAL S.A. Η Εταιρεία Η ΦΑΓΕ, αποτελεί μια από τις κορυφαίες εταιρείες γαλακτοκομικών προϊόντων διεθνώς με ηγετική παρουσία στην ελληνική αγορά, αλλά και σε τμήματα-κατηγορίες γιαουρτιού σε μεγάλες ξένες αγορές. Η ΦΑΓΕ ξεκίνησε το 1926 τη δραστηριότητά της...

2016) Fundamentals of Strategy, (Greek Edition) ed. Kritiki, Athens, pp. 461-464 Η GE ΣΤΗΝ ΨΗΦΙΑΚΗ ΕΠΟΧΗ Εισαγωγή Η General Electric Co., ή, GE, ήταν η 8η μεγαλύτερη σε πωλήσεις επιχείρηση στις ΗΠΑ, 27η στον κόσμο και η 9η στον κόσμο μεταξύ των «πιο θαυμαστών εταιρειών» (the most admired company)κατά το 2015, σύμφωνα με το περιοδικό Fortune. Η εται...

2016) Fundamentals of Strategy, (Greek Edition) ed. Kritiki, Athens, pp. 482-485 ΜΙΝΕΡΒΑ ΑΝΩΝΥΜΗ ΕΤΑΙΡΕΙΑ ΕΛΑΙΟΥΡΓΙΚΩΝ ΕΠΙΧΕΙΡΗΣΕΩΝ Εισαγωγή Η Μινέρβα Α.Ε. είναι μια από τις ιστορικές εταιρείες του κλάδου του τυποποιημένου ελαιόλαδου στην Ελλάδα, με τις ρίζες της στην αρχή του εικοστού αιώνα, όταν ξεκίνησε με αρχική της δραστηριότητα τις εισαγωγές...

Strategy workshops, also known as away days, strategy retreats and strategic ‘off-sites’, have become widespread in organizations. However, there is a shortage of theory and evidence concerning the outcomes of these events and the factors that contribute to their effectiveness. Adopting a design science approach, in this paper we propose and test a...

How did Cadbury Schweppes, unlike Unilever, manage to develop a coherent and leading portfolio in both branding and geographical terms from the 1980s onwards? Why has Smith & Nephew been able to refocus its R&D and marketing practices on high-margin healthcare niches in the US, in contrast to SSL International, which has been forced to retreat to a...

Everything told us that the past was more important in understanding the corporate present than is generally acknowledged. But did we have a story to tell beyond the purely anecdotal? To find out was a voyage of discovery in its own right. Were there companies that had managed to carry out real strategic transformation without the urgent pressure o...

In this chapter, we describe the history and strategies of the three comparator companies: J Sainsbury as the comparator for Tesco, Unilever as the comparator for Cadbury Schweppes, and SSL International as the comparator for Smith & Nephew.

We began this book by arguing that a major challenge facing executives is the avoidance of strategic drift. Businesses become so wedded to the distinctive capabilities that brought them success that they are either blinded to changes in their environment, with the result that their capabilities become outmoded and their strategy redundant; or, if t...

Every decade has at least one: IBM in the 1980s, General Motors and Marks & Spencer in the 1990s, Dell, Nissan, Sony, BP, Toyota, and Nokia in the new millennium. The pattern is so familiar that it has come to seem inevitable. A company that is admired and respected as a paragon of its industry falters and runs into financial crisis. Hero becomes z...

As early as the 1950s Tesco, Smith & Nephew, and Cadbury Schweppes started developing traditions of transformation: traditions of continuity, anticipation, contestation, and mobility. By the late 1970s only a few remaining sources of inertia stood in the way of these traditions becoming an integral part of the strategic transformation process. A fe...

In the early 1990s business commentators were still casting doubts on the prospects of our three transformers. Thus, in the same period from 1992 to 1994, the Financial Times could describe all three as “stuck in the middle” strategically. Cadbury Schweppes was neither a national nor a convincingly international player. Tesco was not a leading disc...

The previous three chapters described the histories of the three pairs of companies. We laid out the stories with a minimum of interpretation; that is the role of this chapter. Here, we use the evidence from the histories of the six companies to explain four “traditions” that we argue provided the context within which our exceptional firms transfor...

Companies that are able to radically change their entrenched ways of doing things and then reclaim leading positions in their industries are the exception rather than the rule. Even less common are companies able to anticipate a new set of requirements and mobilize the internal and external resources necessary to meet them. Few companies make the t...

In this paper we address an empirical and theoretical issue which is under researched. Does history, i.e. a company’s organizational traditions, hamper strategic renewal and cause drift, as the management literature suggests? Or can traditions help companies to systematically and successfully renew themselves? To empirically analyse this question w...

Despite the widespread use of strategy workshops in organizations, few empirical studies examine this phenomenon. The limited research that exists also lacks a theoretical basis for explaining why some workshops achieve their espoused purpose while others do not. We offer a theoretical model of strategy workshop dynamics and outcomes by drawing on...

The measurement of performance is critical to nearly all managerial disciplines. Yet little is known about the aggregation characteristics of the components of performance and how our notion of a ‘good performing firm’ relates to what we use as a dependent variable. In this paper we propose an approach to the measurement of performance that uses th...

Organizational performance is one of the most important constructs in management research. Reviewing past studies reveals a multidimensional conceptualization of organizational performance related predominately to stakeholders, heterogeneous product market circumstances, and time. A review of the operationalization of performance highlights the lim...

Organizational performance is one of the most important constructs in management research. We review the contexts that frame organizational performance as a dependent variable with specific emphasis on how it is operationalized and measured. The research contexts of past studies are firmly anchored around a multidimensional conceptualization of org...

This article examines the issue of determining long-term sustained superior financial performance. We demonstrate that the technique of frontier analysis is a robust and theoretically consistent way to identify relative performance. We show how our approach, addresses the three critical issues in the measurement of performance: balancing short-term...

The measurement of company performance poses several challenges. Three critical ones are: balancing short-term and long-term performance, the need to use multiple measures to capture the broad meaning of performance, and finding the right peer comparators. We argue that truly sustainable long term superior performance should be observed over an ext...

Purpose – The paper fives the author's view on the effectiveness of strategy workshops and away days. Design/methodology/approach – The paper draws on the author's experience in the field, and insights from anthropology are also used. Findings – Managers need to think carefully how to align the design of a workshop with its purpose. There should...

Recently there have been a number of studies published which seek to further our understanding of the competitive structures of markets. These studies have used aggregated perceptual data in an attempt to uncover industry-level mental models of business environments. In this article we argue that such studies are predicated on the assumption that t...

No abstract available.

Strategy workshops, the practice of taking time out from day-to-day routines to deliberate on the longer-term direction of the organisation, are a common practice, yet surprisingly little is known about them. This article presents the first substantial exploration of the role of workshops in strategy development through a large-scale UK survey of m...

The measurement of performance is critical to nearly all managerial disciplines. Yet, we know little about the aggregation characteristics of the components of performance and how our notion of a "good performing firm" relates to what it is that we use as a dependent variable. In this paper, we propose an approach to thinking about the measurement...

Strategy workshops - typically 2-3 day events involving senior managers - represent a common and frequent, yet under-researched, organisational practice relating to strategy development and therefore provide a natural extension of mainstream strategy process research. In this paper we seek to build upon the recent call for a more micro, activity-ba...

The tendency for intended strategies to lead to unintended consequences is well documented. This longitudinal, real-time analysis of planned change implementation provides an explanation for this phenomenon. We focus on the social processes of interaction between middle managers as change recipients as they try to make sense of the change intervent...

Twenty years ago strategy was synonymous with formalised strategic planning. Nowadays, although strategic planning systems still exist in organisations, they are not seen as the main or only vehicle through which strategies actually develop. It is recognised that other managerial processes play an important role.i One of those processes is strategy...

This longitudinal, qualitative study examined "sensemaking" during an imposed shift from hierarchical to decentralized organization. We identified a "replacement" pattern of schema development in which middle managers moved from shared through clustered sensemaking, to shared but differentiated sensemaking. Our findings provide evidence that differ...

Roland Calori received his Ph.D. from the University of Aix en Provence in 1983 and joined EM Lyon later that same year, where he soon became department head. Later, as the director of research he helped transform that school into one of France’s top schools of commerce. Roland co-authored 5 books and was involved in the writing of over 50 journal...

This introductory paper provides a background to the origins, themes and papers of this Special Issue on Micro Strategy and Strategizing. Our overarching argument is that, while the field of strategy has traditionally concentrated on the macro-level of organizations, it needs now to attend to much more micro-level phenomena. We propose an activity-...

From institutional theory, we argue (a) that the competitive, or task environment may encourage divergence of management cognition between organizations, management functions and amongst senior managers, and (b) that the institutional environment may encourage cognitive convergence at the level of the industry, the strategic group and within instit...

In his critique of Daniels et al. (2002), Hodgkinson (2001a) raises a number of issues concerning the use and comparison of ideographic cognitive maps. Hodgkinson claims that there are problems associated with global similarity ratings, and that ideographic methods should be replaced by methods that have some nomothetic component. In reply, we show...

In the spirit of recent pleas for management research to engage with both the world of theory and the world of practice, this article reports on interactive work with managers which has sought to explore how their understanding of organization culture informs deliberations on strategy development and strategic change in their organizational setting...

In this paper, we present evidence on the measurement properties of an instrument that assesses six dimensions of organizational strategy development. These dimensions are labelled planning, incrementalism, cultural, political, command and enforced choice. Using data from 5332 managers, results indicate the instrument has acceptable reliability and...

Cognitive mapping techniques refer to methods used to elicit the structure and content of people's mental models. There is a growing interest in applying these techniques to the study of managers' mental models of strategic management issues. This paper reports on a new method for mapping managers' mental models of competitive industry structures,...

It has been assumed that strategic decision making and implementation are both achieved through managers' sharing homogeneous cognitions of competition (e.g. Porac and Thomas, 1990). This paper tested the assumption of homogeneity of cognitions of competition, using a sample of 24 managers from the off-shore pumps industry. A variety of cognitive m...

Questions are raised about the conventional, rational model of developing a competitive positioning strategy, in particular managers’ reliance on large amounts of information. It is argued that managers simplify their understanding of the competitive environment using mental models, based on a low number of firms, grouped to reflect their similarit...

This paper focuses on the way managers perceive their competitive environment. Within a cognitive perspective it discusses why they might group similar competitors and considers whether they are attentive to all competing firms. The literature on similarity of perceptions between managers is reviewed. Interviews amongst managers in the North Sea of...

Whereas analytic tools and techniques have an important part to play in the development of strategies within companies, they are not what strategy is about. If managers are to understand and contribute to the successful long-term development of their companies they must be prepared to forget or at least substantially refine some of the myths about...

ABSTRACT Incrementalism,can be explained,as the outcome,of both clearly intentional managerial actions and less intentional organisational processes. Using data gathered through,a large scale survey, these two explanations of incrementalism are explored. The results indicate that organisational context, such as size, maturity, and sector, influence...

Traducción de: Exploring Corporate Strategy: Text and Cases Tr. de la 7a ed. en inglés Contenido: Parte I Introducción: 1) Introducción a la estrategia. -- Parte II La posición estratégica: 2) El entorno; 3) Capacidad estratégica; 4) Expectativas y propósitos. -- Parte III La elección estratégica: 5) Estrategia en el ámbito de la unidad de negocio;...