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Structure Is Not Organization
... The McKinsey 7S Model analyzes seven interconnected components (Strategy, Structure, Systems, Shared Values, Style, Staff, and Skills) inside an organization to ascertain its readiness for implementation of change (Waterman, Peters, & Phillips, 1980). Within the context of digital transformation, this approach facilitates the analysis of internal components that need modification in order to align with technological advancements. ...
... Effective change management not only facilitates the adjustment of staff to new technology but also guarantees the alignment of the organization's strategy with the technologies used in the digital transformation process (McKinsey, 2024). The 7S Framework developed by McKinsey offers a sophisticated tool for assessing the degree of alignment between an organization's digital strategy and its current structures and systems (Waterman et al., 1980). The conceptual framework developed by McKinsey examines the integration of an organization's internal structure, including strategy, systems, skills, personnel, style, shared values, and structure, into the process of digital transformation (Waterman et al., 1980). ...
... The 7S Framework developed by McKinsey offers a sophisticated tool for assessing the degree of alignment between an organization's digital strategy and its current structures and systems (Waterman et al., 1980). The conceptual framework developed by McKinsey examines the integration of an organization's internal structure, including strategy, systems, skills, personnel, style, shared values, and structure, into the process of digital transformation (Waterman et al., 1980). Achieving this alignment is crucial to ensure the successful integration of digital technology into operational processes and their contribution to the overall objectives of the business (Banciu et al., 2023). ...
This research explores the implications of digital transformation on organizational change management via a theoretical and literature-based examination. Digital transformation is a complex process that demands firms not only to engage in technical breakthroughs but also to restructure important factors such as leadership strategies, organizational culture, and employee adaption. The function and relevance of change management in the digital transformation process have been described, exploring how change management methodologies like Kotter's 8-Step Change Model, Lewin's Three-Step Model, McKinsey's 7S Framework, and the ADKAR model are utilized. Each of these models offers extensive counsel for firms to handle the complications brought about by digitization and to overcome organizational resistance. Successful instances of digital transformation have been attained via the strategic integration of technology, strong leadership, and the change of corporate culture into an innovative framework. While General Electric (GE) has excelled in its digitization operations using the Predix platform, firms like IKEA and NIKE have built customer-focused digital solutions, therefore putting digital transformation at the center of their organizational strategy. On the other side, firms such as Toys "R" Us and RadioShack collapsed owing to strategy blunders, organizational resistance, and leadership weaknesses in the digital transformation process. Additionally, this paper explores the notion of twin transformation, which integrates digital transformation with environmental sustainability in the industrial sector. This notion highlights that digitization should be seen not just as a technical need but also as a tool of accomplishing environmental objectives and sustainability initiatives. In conclusion, firms intending to thrive in the digital transformation process need to complement technical investments with a well-structured change management plan, develop leadership, and adapt their organizational structures to digitalization. The outcomes of the research demonstrate that digital transformation is not limited to technology integration but also involves a leadership and cultural change process that coincides with organizational strategy.
... Systems are highly-connected, integrated wholes that need to be conceived as wholes because when fragmented, they no longer function (Ackoff & Gharajedaghi, 1996;Backlund, 2000 (Waterman, Peters, & Phillips, 1980). ...
... Working at the organizational level, Waterman et al., (1980) implicitly recognized the systemic nature of organizations. At the time, it seemed that accomplishing organizational change should be a relatively simple matter of "structure follow [ing] strategy" (Waterman et al., 1980: 14), or at least some interaction between structure and strategy. ...
... At the time, it seemed that accomplishing organizational change should be a relatively simple matter of "structure follow [ing] strategy" (Waterman et al., 1980: 14), or at least some interaction between structure and strategy. Waterman et al. (1980), however, recognized that organizational change is actually a systems problem, though they did not use that lens for reasons explained below. They define the 7S framework as follows: "Our claim is that effective organizational change is really the relationship between structure, strategy, systems, style, skills, staff, and something we call superordinate goals" (Waterman et al., 1980: 17). ...
... The nature and structure of roadmapping is ideally suited to addressing these challenges. In parallel, several frameworks for tackling the challenges of strategic t have emerged in the general business and management literature, including the McKinsey '7S' (Waterman et al. 1980), 'ESCO' (Heracleous et al., 2009) and Strategic Alignment Model (SAM) (Henderson and Venkatramen 1992) frameworks. ...
... To date, several holistic practical frameworks have emerged that support strategic t. From the mainstream strategic management literature, two representative frameworks have been identi ed: the McKinsey '7S' framework (Waterman et al. 1980) and the 'ESCO' framework (Heracleous et al. 2009;Heracleous and Werres 2016), elaborated below. These frameworks place a strong emphasis on 'elements of strategic t'. ...
... These frameworks will be discussed in the following sections in terms of both the 'elements of strategic t' and 'processes of strategic t'. Waterman et al. (1980) proposed and tested the 7S Framework in teaching and realworld cases for several years, focusing on internal strategic t. Widely used by both researchers and practitioners, it has become one of the most prominent frameworks for strategic planning. ...
Roadmapping is a flexible and powerful method for supporting strategic planning, which emerged from industrial practice more than 50 years ago. However, roadmapping has been largely ignored in mainstream business school research and teaching, attributed to its association with technology-intensive sectors. As a consequence, many general managers are not aware of the capability of roadmapping to address the strategic challenges they face, and the method lacks a clear theoretical base. Through empirical research, the general form of roadmapping has been identified, together with underpinning conceptualizations that enable its customization to any strategic context. This chapter sets out these general concepts from the perspectives of ‘roadmap as artefact’ and ‘roadmapping as process’, and relates them to mainstream management research. Two relevant research streams relating to ‘strategic fit’ are identified: ‘elements of strategic fit’ and ‘processes of strategic fit’. The relationships between roadmapping and the contributing management frameworks from each research stream are explored, focusing on the McKinsey ‘7S’ and ESCO frameworks for the former, and the Strategic Alignment Model (SAM) framework for the latter. This strengthens the theoretical basis of roadmapping and demonstrates the benefits of linking established roadmapping practice to management theory. Three key dimensions that underpin coherent strategy are identified and discussed: horizontal functional alignment, vertical hierarchical integration, and temporal synchronization, conceptualized as a 3×3×3 ‘strategy cube’.
... The 7-S Model, developed in the 1980s by McKinsey consultants Waterman, Peters and Phillips, is a standard framework in business and management literature for analysing organisations that incorporates seven variables that interact with each other. The variables are divided into hard factors: 1. structure, 2. strategy, 3. systems and soft factors: 4. skills, 5. staff, 6. style and 7. superordinate goals (Waterman et al. 1980). A particular contribution of this model is the emphasis that structure alone is not enough, but that a holistic approach is necessary and an awareness that organisations adapt slowly to change (Waterman et al. 1980). ...
... The variables are divided into hard factors: 1. structure, 2. strategy, 3. systems and soft factors: 4. skills, 5. staff, 6. style and 7. superordinate goals (Waterman et al. 1980). A particular contribution of this model is the emphasis that structure alone is not enough, but that a holistic approach is necessary and an awareness that organisations adapt slowly to change (Waterman et al. 1980). This integrated approach enables organisations to understand and manage the complexity of organisational change, especially when it comes to implementing new technologies such as AI. ...
The rapid integration of artificial intelligence (AI) into various business sectors is transforming the operational landscape. This paper focuses on small and medium-sized enterprises (SMEs) and examines how they can achieve an optimal psychological balance when using AI. The goal is to encourage employees to adopt AI while maintaining critical thinking and autonomy. This research paper uses theoretical analysis as the research method, drawing on established psychological theories such as the Technology Acceptance Model and the Job Demands-Resources Model. The findings are used to propose a model for determining an optimal balance for SMEs. The analysis reveals several psychological barriers related to anxiety, which can lead to increased stress, lower motivation, and general resistance to the use of AI tools. Conversely, once the fear is overcome, there is a risk of over-reliance on AI. Therefore, it is important to provide training that helps employees recognize the benefits of AI and its impact on their tasks, critically evaluate AI recommendations, and find a balance between automated guidance with human judgement. Finding the optimal balance in the use of AI is critical. Fostering a culture of continuous learning, and adaptability, together with supportive leadership, can help maintain this balance. In summary, through a strategic application of psychological theories, SMEs can harness the potential of AI to improve work performance and mitigate labour shortages while developing motivated and critically thinking employees.
... The TOE framework helps organizations analyze and address the technological, organizational, and environmental factors that impact digital transformation success (Tornatzky & Fleischer, 1990). The McKinsey 7S framework, developed by Waterman et al. (1980), offers a holistic approach to digital transformation by focusing on seven key organizational elements: strategy, structure, systems, shared values, skills, style, and staff. This framework emphasizes the interplay and alignment of these elements as critical to the success of digital transformation initiatives. ...
... This framework emphasizes the interplay and alignment of these elements as critical to the success of digital transformation initiatives. It encourages organizations, including SMEs, to assess how well these components work together and identify areas where adjustments may be needed to facilitate the integration of digital technologies (Waterman et al., 1980). ...
Small and Medium-sized Enterprises (SMEs) are pivotal economic entities, and their adaptability in an evolving global business landscape is integral to sustainable growth. This study delves into the profound influence of digital transformation on Nigerian SMEs, offering a comprehensive analysis of the extent to which digitalization shapes their competitiveness, operations, and associated challenges. Employing a quantitative research approach, data from a diverse sample of Nigerian SMEs is collected to assess the relationship between digital transformation and SME outcomes. Demographically, the surveyed SMEs portray a multifaceted distribution across various industries, business sizes, geographic locations, annual revenues, and years in operation. A substantial proportion actively integrates digital tools and technologies into their operations, underscoring their recognition of the strategic value of digitalization. Perceived benefits of digital transformation encompass amplified operational efficiency, extended market access, innovation, elevated customer satisfaction, cost savings, and streamlined internal processes. However, challenges, notably financial constraints, a dearth of digital skills among employees, and regulatory barriers, reflect the multifaceted nature of obstacles faced by SMEs in their digital transformation journey. The study establishes a significant relationship between digital transformation and SME competitiveness. SMEs acknowledge its role in amplifying their global market reach, augmenting their competitiveness on a global scale, strengthening their competitive position within industries, nurturing international partnerships, expanding market share, and enhancing brand visibility in global markets. In essence, this research posits that digital transformation plays an indispensable role in the growth and competitiveness of Nigerian SMEs within the global business landscape. The findings serve as a cornerstone for informed decisions, strategies, and interventions to augment the digital capabilities of Nigerian SMEs, fostering their resilience and competitiveness in an increasingly digital world.
... The TOE framework helps organizations analyze and address the technological, organizational, and environmental factors that impact digital transformation success (Tornatzky & Fleischer, 1990). The McKinsey 7S framework, developed by Waterman et al. (1980), offers a holistic approach to digital transformation by focusing on seven key organizational elements: strategy, structure, systems, shared values, skills, style, and staff. This framework emphasizes the interplay and alignment of these elements as critical to the success of digital transformation initiatives. ...
... This framework emphasizes the interplay and alignment of these elements as critical to the success of digital transformation initiatives. It encourages organizations, including SMEs, to assess how well these components work together and identify areas where adjustments may be needed to facilitate the integration of digital technologies (Waterman et al., 1980). ...
Small and Medium-sized Enterprises (SMEs) are pivotal economic entities, and their adaptability in an evolving global business landscape is integral to sustainable growth. This study delves into the profound influence of digital transformation on Nigerian SMEs, offering a comprehensive analysis of the extent to which digitalization shapes their competitiveness, operations, and associated challenges. Employing a quantitative research approach, data from a diverse sample of Nigerian SMEs is collected to assess the relationship between digital transformation and SME outcomes. Demographically, the surveyed SMEs portray a multifaceted distribution across various industries, business sizes, geographic locations, annual revenues, and years in operation. A substantial proportion actively integrates digital tools and technologies into their operations, underscoring their recognition of the strategic value of digitalization. Perceived benefits of digital transformation encompass amplified operational efficiency, extended market access, innovation, elevated customer satisfaction, cost savings, and streamlined internal processes. However, challenges, notably financial constraints, a dearth of digital skills among employees, and regulatory barriers, reflect the multifaceted nature of obstacles faced by SMEs in their digital transformation journey. The study establishes a significant relationship between digital transformation and SME competitiveness. SMEs acknowledge its role in amplifying their global market reach, augmenting their competitiveness on a global scale, strengthening their competitive position within industries, nurturing international partnerships, expanding market share, and enhancing brand visibility in global markets. In essence, this research posits that digital transformation plays an indispensable role in the growth and competitiveness of Nigerian SMEs within the global business landscape. The findings serve as a cornerstone for informed decisions, strategies, and interventions to augment the digital capabilities of Nigerian SMEs, fostering their resilience and competitiveness in an increasingly digital world.
... The McKinsey 7S Framework: This model can be helpful in understanding how integrated risk management and corporate governance influence organizational effectiveness and performance. The framework emphasizes the alignment of strategy, structure, systems, shared values, skills, style, and staff, providing a comprehensive view of how governance and risk management interconnect (Waterman et al., 1980). ...
... Framework to ensure that all aspects of the organization are aligned to support the integrated governance and risk management approach (Waterman et al., 1980). ...
This paper explores the integration of risk management and corporate governance and its implications for the performance of Chinese manufacturing firms. By developing a comprehensive model that combines these two crucial aspects, the study aims to analyze how enhanced governance structures and refined risk management strategies can improve organizational decision-making, financial stability, and operational efficiency. Utilizing a blend of theoretical frameworks, including Agency Theory and the Balanced Scorecard, the paper proposes a series of hypotheses that examine the effectiveness of integrated practices in enhancing firm performance. Through a systematic review of literature and model development, the research identifies practical steps for implementation and policy recommendations that could foster better integration. The study's significance lies in its potential to guide firms in strengthening their governance and risk management processes, thereby contributing to the robustness and competitiveness of China’s manufacturing sector. This paper not only aligns with academic and managerial interests but also offers insights for policymakers aiming to enhance corporate practices in a dynamic economic landscape.
... McKinsey Model 7S Terms by Waterman, Peters, & Phillips (1980) as part of the concept of change management and corporate development strategy, considering the Model 7S McKinsey is considered a management model capable of describing individuals and organizations holistically. McKinsey's 7S model can explain the implementation of strategies effectively and can be explained through resource-based theory (Kumar, 2019). ...
... one such design is the McKinsey 7S. The McKinsey Model 7S was developed by McKinsey & Corporate in the 1970s as a conceptual framework for diagnosing the causes of organizational problems and can formulate work programs for improvement (Baishya, 2015;Waterman et al., 1980). The Mckinsey 7S model can be developed on MSMEs (Melinda & Wagianto, 2021) if it meets the criteria, namely: Focus more on digitization by making sales submissions online and integrating directly with internal applications in the marketing unit. ...
In facing economic challenges and global competition, applying this organizational performance model can help MSMEs increase business effectiveness. This examine discusses making use of the organizational performance model primarily based on the 7S-McKinsey framework to MSME organizations. This study objectives to recognize the effectiveness of the 7S-McKinsey organizational performance model in improving the overall performance of MSMEs. This studies makes use of a qualitative technique to descriptive techniques. records series includes interviews, observations, and documentation. 7S-Mckinsey mapping as data analysis to determine the strategy, structure, capabilities, styles, staff, systems, and shared values contained in MSMEs. The goal is to be able to find out the mapping7S-McKinsey found in MSMEs. The results showed that applying an organizational performance model based on the 7S-McKinsey framework can improve the performance of MSMEs. In this case, the essential elements are strategy, structure, and capabilities, followed by elements of standard style, staff, system, and values. This research contributes practically to the importance of understanding the effectiveness of the 7S-McKinsey organizational performance model to improve MSME performance.
... Change management as a field of study has witnessed the development and application of numerous theories and models over the past decades. These models, such as Lewin's Change Management Model, Step Process, and the McKinsey 7S Model, have informed practitioners in navigating the complexities of organizational change (Lewin, 1947;Kotter, 1995;Waterman et al., 1980). They provide valuable frameworks for understanding and guiding the process of change, from planning and execution to evaluation. ...
... The 'change' stage signifies implementing new methods, while the 'refreezing' stage implies making these changes a part of the organization's standard operating procedures. The McKinsey 7S model, another widely referenced framework, takes a holistic view of organizational change (Waterman et al., 1980). It proposes that effective change requires alignment among seven key elements of an organization: strategy, structure, systems, staff, skills, style, and shared values. ...
This paper explores the implications of blockchain technology's decentralization for traditional change management theories. As digital technologies continue to disrupt organizational structures, blockchain stands out with its unique feature of decentralization, challenging the centralized premise inherent in many existing change management theories. While influential and widely applied, these theories are largely predicated on certain fundamental assumptions about organizations and the nature of change, often assuming a centralized structure where authority and decision-making are concentrated at the top. However, with its inherent decentralization, blockchain technology democratizes decision-making and authority, disrupting traditional power dynamics and posing significant challenges to these assumptions. The present paper aims to address the gap in the current literature by exploring how blockchain's decentralization challenges and expands our current theories of change management wherein we propose theoretical adjustments and potential new constructs for change management. By doing so, we contribute to the evolving discourse on change management in the digital age and illuminate the transformative potential of blockchain’s decentralization and its implications for our understanding and practice of managing organizational change.
... Although the model does not explicitly focus on synergistic alignment, it accentuates the dependence between different elements of the organization, such as structure, strategy, systems, and shared values. The model further emphasizes the importance of aligning such elements to achieve organizational success (Waterman et al., 1980). Strategy Execution Framework is widely adopted and has demonstrated effectiveness in many organizations. ...
... It provides a comprehensive approach to aligning strategic objectives, initiatives, and resources and has been successful in enhancing execution and performance (Kaplan & Norton, 2015). The McKinsey 7-S Framework, although not primarily focused on synergistic alignment, offers valuable insights into the interrelationships between different organizational elements (Waterman et al., 1980). By considering these interdependencies, organizations can identify areas of misalignment and take corrective actions to improve overall alignment and effectiveness. ...
Strategic alignment is a critical factor in achieving organizational success. It involves aligning an organization’s strategic objectives, strategies, and initiatives to ensure coherence across different levels and functions. Despite its importance, organizations struggle to achieve and sustain strategic alignment. This literature review paper addresses this issue by examining the drivers and enablers of strategic alignment, as well as the barriers and challenges that organizations commonly face in the alignment process. It provides an overview of the theoretical framework of synergistic alignment for organizational success. It also examines the strategic objectives, strategies, and initiatives required for optimizing this alignment, and takes a closer look at the synergistic alignment frameworks and models available to organizations. Additionally, it analyzes the key factors influencing synergistic alignment, including communication, leadership, and culture, and also identifies the benefits and outcomes of synergistic alignment, highlighting the positive effects of achieving organizational agility, which includes enhanced performance. Finally, it provides insights and guidance for practitioners on aligning strategic objectives, strategies, and initiatives within their organizations to enhance performance, adaptability, and long-term success. Aligning strategic objectives, strategies, and initiatives is important because it allows organizations to effectively use their resources, improve decision-making processes, and enhance overall performance.
... Locating Metagovernance Note. In Figure 3 & Litwin, 1992;Galbraith, 1977;Nadler & Tushman, 1980;Waterman et al., 1980;Weisbord, 1976). Most operating models for organizations were developed in the 1970s-1980s and connect to brick-and-mortar hierarchy and market forms of organizing more readily than to networks. ...
... Weisbord's Six Box Model acknowledged but shed no light on (Weisbord, 1976, p. 433). To illustrate further, the leadership management framework would likewise be expected to enrich interactions across the seven key elements of organizational design of the McKinsey 7-S Model (i.e., structure, strategy, skill, system, shared values, style, staff) and to enhance the fit of work, people, structure, and culture in agreement with the Nadler-Tushman Congruence Model (Nadler & Tushman, 1980;Waterman et al., 1980). ...
Until the late 2000s, it was conventional to frame organizations as ideal types: hierarchy, market, and network. In the volatile, uncertain, complex, and ambiguous (VUCA) world of the 21st century, however, organizations increasingly engage in triadic forms of organizing so they might match the requirements of a situation. Therefore, the purpose of this study was to close the gap in knowledge of what context-specific modes of leadership can help manage organizations. A vital research question relates to what leadership management framework for sense-making and decision-making can help organizations meet challenges and reap opportunities in simple, complicated, complex, and chaotic contexts. With social constructivism, the research question was grounded by interviews of 12 subject matter experts. The participants to the study queried and qualified the relevance of traditional (20th century) styles of leadership in a VUCA world; volunteered that metagovernance, complexity leadership, and sense-making can help to jointly characterize the new operating environment for organizations; determined that context should bear on sense-making and decision-making; and considered that a context-specific leadership management framework can support metagovernance of situationally-determined combinations of hierarchy, market, and network forms of organizing. This exploratory study articulated a knowledge claim vis-à-vis organizations of the future and a framework for how they might be led, with extensive and topical ramifications for theory, practice, and follow-on research.
... Different frameworks have been developed through research on OD. The most popular, which are also very common in practice, are 'Weisbord's six-box model (25% of firms), the 7S model (19%), Tushman's congruence model, and Galbraith's STAR model (10%)' (Stegerean et al., 2010;Jones and Brazzel, 2012 (Waterman et al., 1980), Weisbord's six-box model (Weisbord, 1976) and Tushman's Congruence model (Nadler and Tushman, 1980). Figure 4 visualises Galbraith's STAR model, the core model in this article. ...
... The primary objective of the framework was to facilitate discussion with executives and their organisations (Seong et al., 2015;Weisbord, 1979). These have been the focus of a considerable number of research articles, and all three frameworks are very case-focused (Bhatti, 2011;Waterman Jr et al., 1980). Thus, they are hard to generalise for theoretical research. ...
Abstract: We examine whether Galbraith's STAR model is still valid for organizing digital innovation. Galbraith's STAR model in its pure form consists of the parameters 'Structure', 'Processes', 'People' and 'Rewards'. The selection of the STAR model as the core model is based on an assessment of four major organization design frameworks. A pre-study also revealed that the pure form of the STAR model lacks in granularity and does not fully provide a holistic picture. Hence, we further analyze an expansion of the model with the parameter legacy. Additionally, we check whether sub-parameters should be included to increase the granularity of the model. The findings are based on a survey with 115 participants.The results show that the model is appropriate to use for digital innovation and that 'legacy' should be included in the model as a guiding principle. Additionally, the parameter 'people' should be split-up in the sub-parameters 'staffing' and 'knowledge'. By extending the STAR model, the model better fits the complexity of digital innovation.
... In framing organization structure, we also consider McKinsey's 7-S framework (Waterman et al., 1980). McKinsey's 7-S framework identified seven independent factors of organization and recommends understanding their inter-relationships, while we frame our organization structure. ...
... Essentially, the Resource-Based See (RBV) of the firm (Barney, 1991) is important because it investigates how firms can use their interesting assets, counting advanced capabilities, for competitive advantage. Additionally, the McKinsey 7S Demonstrate (Waterman et al., 1980) offers a all encompassing viewpoint on how different variables, counting innovation, connected to shape an organization's advanced change travel. ...
The computerized time has introduced in a insurgency within the field of key promoting,
with businesses adjusting to computerized change at an uncommon pace. This writing study paper investigates the energetic scene of computerized change inside the domain of key showcasing, shedding light on later patterns, challenges, and the significant implications for firms. Drawing on the hypothetical establishments and models within the field, we set the arrange for an in-depth investigation of computerized promoting patterns. We exhibit the foremost later and significant methodologies embraced by businesses and display compelling case ponders outlining fruitful computerized showcasing changes, utilizing computerized innovations and leveraging enormous information to pick up bits of knowledge into buyer behaviour differentiate, the paper moreover dives into the challenges and boundaries confronted by businesses when executing advanced showcasing methodologies. This segment highlights the basic significance of information in personalizing promoting endeavours whereas tending to protection and security concerns. The developing significance of Omni channel showcasing is additionally explored, enumerating how companies coordinated their online and offline endeavours to form consistent client encounters. All through the paper, we underline the suggestions of advanced marketing transformation for firms, from enhancing business execution to reshaping the parts of showcasing experts. This comprehensive study paper solidifies important experiences for businesses, analysts, and experts looking for to get it and tackle the potential of advanced change in key promoting.
Keyword: Digital transformation, strategic marketing, digital marketing, trends, challenges, data analytics, consumer insights, Omni channel marketing.
... In the face of the primary insight of Alfred Chandler's Structure and Strategy (1962), Peters and Waterman claimed that 'the crucial problems in strategy were most often those of execution and continuous adaptation: getting it done, staying flexible' (Peters and Waterman, 1982, xx). This stance is explicit in the title of the first article to come out of the project: 'Structure is Not Organization' (Waterman et al., 1980). Peters would sum up their project, and coin a corporate mantra, with: 'hard is soft, soft is hard'. ...
How do we imagine economic objects, processes, and actions? More importantly, if the future is inherently uncertain what limits the range of possible imaginings such that actors can agree and coordinate? Building on the work of Jens Beckert, I outline an approach to imagination and imaginative labor in economic sociology grounded on the insight that embodied cognition is central to the capacity for exploring possibilities for action and organizing abstract domains. To demonstrate this approach, I use examples from a field whose fictional expectations have a significant impact on the global political-economy: elite professional advisory firms. This is a field in the business of selling imaginative labor, both within the backstage work of recruiting and the frontstage work of selling.
... In the face of the primary insight of Alfred Chandler's Structure and Strategy (1962), Peters and Waterman claimed that 'the crucial problems in strategy were most often those of execution and continuous adaptation: getting it done, staying flexible' (Peters and Waterman, 1982, xx). This stance is explicit in the title of the first article to come out of the project: 'Structure is Not Organization' (Waterman et al., 1980). Peters would sum up their project, and coin a corporate mantra, with: 'hard is soft, soft is hard'. ...
How do we imagine economic objects, processes, and actions? More importantly, if the future is inherently uncertain what limits the range of possible imaginings such that actors can agree and coordinate? Building on the work of Jens Beckert, I outline an approach to imagination and imaginative labor in economic sociology grounded on the insight that embodied cognition is central to the capacity for exploring possibilities for action and organizing abstract domains. To demonstrate this approach, I build on the use of metaphor analysis in sociology, cognitive anthropology, and cognitive linguistics to analyze a field whose fictional expectations have a significant impact on the global political economy: elite professional advisory firms. This is a field in the business of selling imaginative labor, both within the backstage work of recruiting and the frontstage work of selling.
... Essentially, the Resource-Based See (RBV) of the firm (Barney, 1991) is important because it investigates how firms can use their interesting assets, counting advanced capabilities, for competitive advantage. Additionally, the McKinsey 7S Demonstrate (Waterman et al., 1980) offers a all encompassing viewpoint on how different variables, counting innovation, connected to shape an organization's advanced change travel. These hypothetical establishments and models serve as focal points through which analysts and professionals can get it, analyze, and actualize advanced promoting change methodologies successfully. ...
The computerized time has introduced in a insurgency within the field of key promoting, with
businesses adjusting to computerized change at an uncommon pace. This writing study paper
investigates the energetic scene of computerized change inside the domain of key showcasing, shedding
light on later patterns, challenges, and the significant implications for firms. Drawing on the hypothetical
establishments and models within the field, we set the arrange for an in-depth investigation of
computerized promoting patterns. We exhibit the foremost later and significant methodologies embraced
by businesses and display compelling case ponders outlining fruitful computerized showcasing changes,
utilizing computerized innovations and leveraging enormous information to pick up bits of knowledge
into buyer behavior. In differentiate, the paper moreover dives into the challenges and boundaries
confronted by businesses when executing advanced showcasing methodologies. This segment highlights
the basic significance of information in personalizing promoting endeavors whereas tending to
protection and security concerns. The developing significance of Omni channel showcasing is
additionally explored, enumerating how companies coordinated their online and offline endeavors to
form consistent client encounters. All through the paper, we underline the suggestions of advanced
marketing transformation for firms, from enhancing business execution to reshaping the parts of
showcasing experts. This comprehensive study paper solidifies important experiences for businesses,
analysts, and experts looking for to get it and tackle the potential of advanced change in key promoting.
... Como base en la identificación de aspectos relevantes de la empresa se han utilizado algunos modelos de gestión de empresa que su naturaleza, difusión y prestigio los hacen adecuados para la finalidad aquí buscada. Concretamente, se han utilizado el modelo de las 7 S de McKinsey (Waterman, et al., 1980), el Modelo de Excelencia en la Gestión (MEG) difundido por European Foundation for Quality Management (EFQM, 2010) y el modelo Balanced Scorecard (Kaplan y Norton, 1992, 1993, 1996. Estos modelos proponen unos aspectos de la empresa que han de ser atendidos de forma integrada. ...
... This area of tension can be clarified by the following. For organizational culture, there are frameworks which show which levels or dimensions a culture has [23][24][25][26], what types of cultures there are [27][28][29] and which factors are important to consider [30][31][32]. For project culture and project management culture respectively, there are only a few frameworks. ...
Project managers still face management problems in interorganizational Research and Development (R&D) projects due to their limited authority. Addressing a project culture which is conducive to cooperation and innovation in interorganizational R&D project management demands commitment of individual project members and thus balances this limited authority. However, the relational collaboration level at which project culture manifests itself is not addressed by current project management approaches, or it is addressed only at a late stage. Consequently, project culture develops within a predefined framework of project organization and organized contents and thus is not actively targeted. Therefore, a focus shift towards project culture becomes necessary. This can be done by a project-culture-aware management. The method CLIPS actively supports interorganizational project members in this kind of management. It should be integrable in the common project management approaches, that with its application all collaboration levels are addressed in interorganizational R&D project management. The goal of this paper is to demonstrate the integrability of the method CLIPS and show how it can be integrated in common project management approaches. This enriches interorganizational R&D project management by a project culture focus.
... The slogans set by those leaders are supposed to adopt the values of success, transparency, initiative and participation in making decisions. (Abed, 2016) suggested that the most successful companies in the United States of America are those characterized by the dominance and cohesion of culture among them, where the element of culture proved to be the main quality element that leads to success (Waterman & Peters, 1980). (Barney, 2014) suggested that the values of organizational culture create vision, objectives, productivity and responsibility among organizations as well as adjustment between the organization's culture and the employees' objectives. ...
This study aimed to identify the impact of strategic leadership practices on organizational learning abilities in the public universities in the southern region of Jordan. The study used the quantitative analytical descriptive approach. The study population consisted of academic leaders: (university presidents and their deputies, deans and heads of academic departments), who worked in the universities of southern region of Jordan, including (Mu'tah University, Tafila Technical University and Al-Hussein Bin Talal University). The study performed a comprehensive survey for all the elements of the study population. To achieve the research objectives, a questionnaire was developed based on some previous studies, and it was sent to all participants through a computer program. (159) questionnaires were returned and were valid for statistical analysis, with a response rate of (73%). The results showed that there is a statistically significant impact of strategic leadership practices on organizational learning capabilities in public universities in the south of Jordan. The level of strategic leadership practicing dimensions and learning capabilities was also moderate, except for the dimension of balanced organizational controls as one of the practices of strategic leadership which had a high degree. The study recommended the necessity of focusing on raising the level of strategic leadership practice in universities, especially the dimensions of the strategic direction, preserving human resources, and preserving an effective organizational culture as well as activating regulations and instructions and developing incentives to encourage academic leaders to adopt and develop the organizational learning capabilities represented by dialogue and the practice of participatory decision-making, in addition to encouraging workers to acquire the skills of listening to different perspectives and the skills of expressing their opinions.
... The conceptualization by the McKinsey's 7Ss framework (Waterman, Peters, & Phillips, 1980) of structure, strategy, staff, skills, shared values, systems, and style, indicate that internal organizational environment is vital in influencing the performance of organizations (Grant, 1996). The internal organization aspects are essential to provide an enabling environment for an organization to accomplish its objectives (Mao et al., 2013). ...
The purpose of this study was to establish the influence of internal appraisal on the organizational performance of national health non-governmental organizations (NGOs) in Kenya. The study utilized positivism research philosophy and cross-sectional research design. The target population constituted 564 program directors and chief executive officers (CEOs) of 282 national NGOs registered with the NGO coordination board. Stratified random sampling technique was used to select a sample size of234, of which 227 responded to the questionnaire. Structured questionnaire was used for data collection, while descriptive and inferential statistical techniques were used for data analysis. Structural equation modelling (SEM) was applied to test the study hypothesis. Statistical package for social sciences (SPSS) Version 26 and Analysis of Moment Structures (AMOS) version 26 software were used for the analysis. The findings showed that the national health NGOs engaged in internal appraisal of leadership (M = 3.48, SD = 0.407), project development (M = 3.22, SD = 0.365) and funding (M = 3.20, SD = 0.397). In addition, it was established that conducting internal appraisal has a significant positive influence on the organizational performance of national health NGOs in Kenya(mn= 0.41,$ = 0.643,km = 6.578, 9 < 0.05). The study concluded that conducting internal appraisal is essential to enable national health NGOs in Kenya to accomplish their organizational performance objectives. This paper makes recommendations to the national health NGOs to regularly appraise internal strategic elements and continually analyze their organizations’ capacity to take advantage of current opportunities while mitigating threats.
... Modelo que sostiene que el cambio efectivo requiere un enfoque sistemático que tenga en cuenta siete elementos interrelacionados: estructura, estrategia, sistemas, habilidades, estilo, personal y valores compartidos (Waterman et al.,1980). ...
El libro es una obra completa que examina la integración vital de la dirección estratégica y la gestión del cambio. El primer capítulo argumenta que el cambio estratégico es un componente crucial de la dirección estratégica, destacando la necesidad de anticipar y adaptarse a las fluctuaciones en el entorno de negocio. El segundo capítulo presenta la dirección estratégica como un modelo de cambio, subrayando la importancia de alinear la estrategia con la visión y los objetivos de la empresa para impulsar el cambio efectivo. El capítulo final analiza las competencias esenciales necesarias para la dirección estratégica, enfatizando en habilidades como el liderazgo, la toma de decisiones informada y la gestión de la incertidumbre. Esta obra es una guía esencial para aquellos que buscan comprender y aplicar efectivamente la gestión del cambio en un marco estratégico.
... The model proposed by Waterman Jr., Peters, and Phillips (1980) highlights the interdependence of various components within an organization, such as its strategy, structure, systems, skills, staff, style, and shared values. This highlights the significance of taking into account all these factors while executing modifications in an ELT environment. ...
p>Managing change in English Language Teaching (ELT) has been implemented to meet the changing requirements and expectations of language learners in a globalized society. This paper investigates the application of change management models in the field of ELT, with particular emphasis on Vietnam. The research employed a document analysis approach by reviewing and analyzing relevant academic papers on change management and managing change in ELT. The study identified five change management models, including Lewin's Change Management Model, ADKAR Model, Kotter's 8 Step Change Model, McKinsey 7S Model, and Kübler-Ross Five Stage Model. Many of these models have been employed in the ELT sector. The best practice of applying change management models in EFL is recommended to Vietnam in order to improve English teaching in its institutions and centers. The paper is expected to provide an in-depth analysis of various change management models and their potential application in the Vietnamese context.
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... The design of our framework is grounded on a holistic set of approaches: i) McKinsey's 7S model, in which the different elements interact to achieve an effective collaboration (Waterman Jr, Peters, & Phillips, 1980); ii) Clarke's framework of converging approaches to sustainable tourism (1997), which considers ecotourism as a continuum; iii) the evolutionary and dynamic approach of regenerative tourism through the lens of Bellato, Frantzeskaki, and Nygaard (2022) and Sheldon (2022), which captures the ongoing evolution of human and non-human rights and seeks to balance the relationships -in the context of tourism regeneration -in a recurring adaptation to the learning cycles of tasks, resources and activities, and the development of capabilities, among other things (Bellato et al., 2022;Sheldon, 2022). ...
There is scientific consensus that human activity through whale-watching is causing an increasing amount of damage to the natural environment, which poses critical challenges to the goal of sustainability. Based on a quantitative and qualitative assessment of the scientific literature, this study calls for urgent rethinking in regards to whale-watching sustainability. A new, integrative framework for research actions built upon the concept of regenerative tourism is provided so as to lead to a more balanced evaluation of environmentally and socially responsible whale-watching tourism. The assessment of the literature review leads to three main research areas that have driven the research field in whale-watching tourism: the ecological responses of cetaceans due to human disturbance, the determinants of whale-watching tourism demand, and the impact of tourism on sustainability from macro-cultural and political perspectives. The new integrative framework, which additionally considers innovation and external drivers as prominent research areas, proposes future guidelines for studying the interplay between some of the more specific research topics: social change, economic drivers, gender perspective, co-creation, social responsibility, technology, climate change and long-term cumulative effects, among other issues of concern.
... It does also dictated by significant changes in the use of Information Technology (IT) and Operational Technology (OT) resources in the management of organizations. The search and implementation of 42 solutions aimed at flattening the organizational structures does dictated by the need to react quickly to changes, communicate about process variability, and fast information flow and related decision making. ...
Quality is a term that refers to various aspects of our life and functioning, e.g. product quality, food quality, service quality, quality of life. Overall quality is increasing and we as consumers/clients expect high quality. Times are changing, globalization processes are progressing, there is a risk of conflicts in the world, etc., which all affect various aspects of quality, including, of course, the quality of our life. Therefore, there are many challenges to quality. Questions should be asked about
the future of quality – what should we focus on, what aspects of quality will be particularly important, etc., and what will be the quality of the future based on this – what event can we predict, how the world and our functioning as consumers/clients, but also organizations, will change. This book presents a set of papers trying to find out these answers. Various aspects of quality and quality management are presented which show the most important challenges to quality and also are the signs of times we live in.
... The magnitude of this effort stems from two opposite but co-existing views on organisational functioning: contingency (i.e., Lawrence & Lorsch, 1967;Woodward, 1965) and paradox (Smith & Lewis, 2011) perspectives. On the one hand, numerous organisational diagnostic models (e.g., Galbraith, 2008;Waterman et al., 1980) build on the assumption that effective organisational functioning requires alignment of organisational subsystems and of the organisation and its external environments (Cummings & Worly, 2014). Congruence between organisational components partly determines organisational effectiveness and enables an organisation to respond effectively to environmental challenges (Middleton & Harper, 2004). ...
One cannot separate the leader from the context any more than one can separate a flavor from a food” (Osborn et al., 2002, p. 799). Understanding the leadership-followership dynamic and its motivational aspect requires a closer look at the context. Regulatory focus, as a theory of motivation, is especially appropriate for understanding the underlying psychological mechanisms of leadership–followership processes, which encompass dynamic relationships and mutual influences. However, a significant body of research drawn on self–regulatory focus to explain the leadership effect on followers often overlooked the impact of context. In this chapter we aim to explore and expose the role of contexts in the motivational dynamic of leadership and followership within the organizational and environmental contexts – since we believe that the saying ”It's’ all about Context” is viable. Our conceptual exploration of a context-sensitive framework is based on the framework suggested by Hatch (1997), which divides organizational environment into three broader levels: an internal environment level (i.e., task type, occupational type, and organizational culture); a task environment level (e.g., environmental dynamism); and a general environment level (e.g., the cultural context). We suggest a context-sensitive model and map future directions for research on the intersection between motivation, leadership, and context.
En el artículo se desarrolla el concepto de capacidad institucional integrando los aportes de la Ciencia Política y de la Administración. Se examina el contexto que motiva la revisión de este concepto, considerando los cambios sociales y los fenómenos políticos surgidos desde la década del 2000, así como los avances científico-tecnológicos. Tras un exhaustivo análisis de la literatura, se describe la evolución del concepto y se propone una definición general de capacidad institucional, adaptable a las características de cada organización pública, destacando los diversos enfoques utilizados en torno a este tema. Un aspecto fundamental del artículo es el desarrollo de los componentes de la capacidad institucional y la presentación de conceptos clave para facilitar su análisis de acuerdo con tres niveles: la persona, la organización y el entorno. Cada nivel se desarrolla operativamente y se complementa con el análisis de las siguientes capacidades transversales: coordinación, cooperación y comunicación.
Dinas Pendidikan dan Kebudayaan Kabupaten Purbalingga merupakan Organisasi Perangkat Daerah (OPD) di bawah SETDA Kabupaten Purbalingga yang memiliki 2 urusan dasar yaitu Urusan Pendidikan mempunyai tugas pokok meningkatkan derajat pendidikan dan kualitas pendidikan masyarakat, melaksanakan pembangunan pendidikan dalam penyelenggaraan pemerintahan daerah dan Urusan Kebudayaan. Tujuan penelitian ini yaitu mengetahui kontribusi kinerja pribadi dan kinerja kelompok para Aparatur Sipil Negara (ASN) pada kinerja Organisasi Perangkat Daerah (OPD). Penelitian ini dilakukan pada pegawai Dinas Pendidikan dan Kebudayaan Kabupaten Purbalingga, terdiri dari 40 Responden meliputi: Kepala Dinas, Sekretaris Dinas, Kepala Bidang, Ka Subag, Kepala Seksi, Pengawas, Staf Dinas, Tenaga Kependidikan serta pamong budaya di lingkungan Dinas Pendidikan dan Kebudayaan Kabupaten Purbalingga. Jenis penelitian ini adalah penelitian kualitatif deskriptif dengan pendekatan naturalistic untuk menemukan permasalahan atau fenomena berkonteks khusus terkait realitas sosial yang ada serta menarik realitas tersebut ke permukaan sebagai ciri, karakter, model, sifat, gambaran atau tanda tentang situasi kondisi tertentu. Penulis menggunakan teknik pengumpulan data berupa interview/wawancara mendalam, observasi, dokumentasi dan study pustaka. Hasil analisis menunjukkan Kinerja Organisasi Dinas Pendidikan dan Kebudayaan Kabupaten Purbalingga Sangat Baik sebagaimana tampak pada capaian nilai Akuntabilitas Kinerja Instansi Pemerintah (AKIP) yang terakumulasi dari capaian kinerja Bidang/seksi (kelompok) sebagai akumulasi/kumpulan dari capaian kinerja individu sesuai Perjanjian Kinerja dan Indikator Kinerja Utama yang disepakati bersama dengan atasan langsung dengan pegawai yang bersangkutan. Capaian kinerja individu menentukan capaian kinerja kelompok dan kinerja organisasi.
Background. Assessing the effectiveness of corporate culture is highly relevant for several reasons. Corporate culture can become a key competitive advantage. Organizations that successfully develop and maintain a healthy culture can attract and retain talented employees, which in turn contributes to the company's competitiveness. The goal was to provide theoretical coverage and practical application of indicators for evaluating the effectiveness of corporate culture. Methods. A score evaluation of corporate culture performance indicators was applied. The information base of key economic indicators for calculating the effectiveness of corporate culture is a report on financial results and personnel controlling data of the personnel department. Assessment of psychological, physiological, and socio-psychological indicators is carried out on a five-point scale. The method of statistical observation was used – questionnaires and surveys of personnel using the index method of expressing the results of surveys of company employees. Results. Indicators of the effectiveness of corporate culture and the economic efficiency of the enterprise were determined. The main program questions of employee questionnaires for diagnosing the state of corporate culture in the enterprise are highlighted. The index method of expressing the results of surveys of 100 employees of "VTORMA UA" LLC was used to evaluate the company"s corporate culture according to nine positions, presented in the form of a matrix. According to the results of the survey, the average index of corporate culture was determined – 0.721. The results of the survey revealed the consistency of personnel actions in different organizational units, the level of their motivation, general views on the future, the effectiveness of the leadership style, the atmosphere in the team, and ways of resolving conflict situations. Conclusions. The level of corporate culture and its effectiveness, as the diversity of perspectives and approaches contribute to a deeper understanding of how culture affects organizations and how it can be managed to achieve desired results.
Cieľom kapitoly je poskytnúť základné poznatky z teórie organizačných kultúr, konkrétne poznatky o faktoroch ovplyvňujúcich ich formovanie, o ich charakteristikách a dôsledkoch, o možnostiach ich identifikovania a opisu a o ich konkrétnych prejavoch vo fungovaní organizácií. V druhom aktualizovanom vydaní sme odstránili najmä niektoré formálne a štylistické nedostatky.
The article defines the features of strategic management of competitiveness of life insurance companies (LICs). It is specified that the development of insurance and the need to protect people from the increasing impact of various risks associated with their livelihood, such as loss of income as a result of loss of human ability to work or the death of a family breadwinner, have led to the emergence of life insurance companies. It is noted that any decisions aimed at ensuring competitive advantages are risky, since they are based on the inability to accurately predict how the competitive environment will affect the company’s actions. The competitiveness management strategy of a LIC should take into account how likely its relationship with the competitive environment is, as this significantly increases the level of uncertainty in the management process and creates a risk that the company will lose in competition. A model of strategic management of the competitiveness of a LIC has been developed, which is closely related to the managerial qualities of its activities, that is, it provides for a certain complex that has: components of management, strategic goals, tactical tasks of management. An algorithm for assessing the level of management of the competitiveness of LICs has been proposed, which is based not only on the assessment of the competitive position through the efficiency of management, but also reflects the effectiveness of the insurance company’s activities in the formation of competitive advantages in the process of struggle for effective demand, taking into account the conditions of the insurance market and the needs of consumers. It is concluded that one of the important conditions for effective strategic management of competitiveness of life insurance companies is the study of the insurance market and determination of the competitive status of the company in it. Assessment of the level of competitiveness of a LIC is mandatory for all market participants who seek to maintain their place or increase their competitiveness. It is proved that managing the competitiveness of a life insurance company is a priority direction of the organization’s management, since it determines the company’s ability to exist in the market.
The organizational culture of craft enterprises shows that the average corporate culture
is currently characterized by a hierarchical organizational culture that does not do
justice to increasing competition. Digital corporate culture in the craft sector is essential
for maximizing Digital Transformation opportunities. A semi-structured interview was
conducted with employees and managers from various craft sectors to determine the
specific characteristics and possible effects of Digital Organizational Culture in the craft
sector. The results show that digital skills, attitudes, communication, proactivity,
entrepreneurial orientation, and personal skills are essential. It is found that many
factors positively influence the Digital Organizational Culture in the craft sector.
However, some factors can also have a negative influence on the culture. Guilds and
chambers of skilled crafts should also help sensitize employees and managers to
Digital Transformation to establish an explicit Digital Organizational Culture
The development of information technologies and the internet has caused one of the most significant changes in the business environment over the last decade. Companies have evolved to adapt to a digital environment influenced by internet business models and digital marketing techniques. More and more firms and enterprises around the world are responding to consumer higher sensitivity regarding the protection of environment and need by either embracing circular
economy models or adopting strategies of green marketing. These strategies may range from eco-friendlier supply chains, green packaging, environmentally friendly products or promoting broader efforts to reduce environmental impact. The current paper analyzes such strategies by using background cases that inform the primary Albanian case, to understand how fast the Albanian e-commerce companies are catching up with this environmentally friendly business models and how green marketing may help. The purpose of this study is to determine the level of green marketing adoption among Albanian E-businesses and to investigate the impact of business size on green marketing adoption. The research model was tested with national survey data collected from Albanian e-commerce firms of different business size. The present study opens broad horizons for the exploration of green marketing strategies in the e-business proactiveness and the impact on e-business agility in responding to environmental uncertainty. This this study shows that future-oriented companies can profit economically while reducing their negative environmental impact.
Cieľom kapitoly je poskytnúť základné poznatky z teórie organizačných kultúr, konkrétne poznatky faktoroch ovplyvňujúcich ich formovanie, o ich charakteristikách a dôsledkoch, o možnostiach ich identifikovania a opisu a o ich konkrétnych prejavoch vo fungovaní organizácií.
Vzdelávacím výstupom kapitoly je porozumenie fenoménu organizačnej kultúry a schopnosť identifikovať a analyzovať organizačnú kultúru v kontexte jej vplyvu na fungovanie organizácií akéhokoľvek zamerania.
Vysokoškolská učebnica oboznamuje čitateľa so širokou paletou manažérskych tém, autorov a ich prístupov zasadených do súčasného trhového prostredia. Obsahuje dvadsať na seba nadväzujúcich kapitol zahŕňajúcich teoretické vymedzenia základných termínov, charakteristiky teórií a ich uplatnenie v manažérskej praxi. V každej kapitole sú v úvode uvedené jej ciele a vzdelávacie výstupy. Záverečná časť každej kapitoly obsahuje témy na diskusiu a kontrolné otázky vo forme testu spolu so správnymi odpoveďami na vyhodnotenie úspešnosti samoštúdia a miery, do akej čitateľ zvládol požadovaný vzdelávací výstup danej kapitoly.
Publikácia sleduje najmä didaktické ciele a viaceré kapitoly nadväzujú a vychádzajú z publikovaných prác autorov, ktorí sa vedecky a pedagogicky venujú konkrétnej spracovávanej oblasti.
Effective leadership and organizational performance are concepts that continue to receive widespread attention in the business world. This book explores the importance of strategic leadership and the value it adds to organizations.
It focuses on strategies to achieve market success and organizational performance as well as the challenges of leading in a fluctuating market. The book looks at recent trends in leadership development and the different styles of leadership. It dispels existing myths about leadership and offers an understanding of principles which will allow leaders to be more adaptable and effective and steer businesses and organizations into a more stable future.
This book will be of interest to researchers and students working in the field of business, organizational communication, business management, human resource management and business studies.
This is a book about strategic management, which is based on the research works of the author. The book has more than 1,000 cited references. The readers i.e. students, research scholars, business decision makers, government policy makers, will be introduced to a unique “MOST” framework of strategic management that exploits the different views and ideologies of strategies, as organized inventories of cognition, in the strategic analysis or research processes, in order to arrive at strategic choices and a robust business model for winning in the marketplace. Four empirical research examples are illustrated. Both the undergraduate and post-graduate students of business majors would benefit significantly from this comprehensive compendium of strategy formation and management knowledge.
The book is arranged in sixteen chapters. Chapter 1 is the introduction. Chapter 2 presents various nature and characteristics of strategy and introduces the “MOST” model to strategic management. Chapter 3 provides some theoretical positions of the “MOST” model. Chapter 4 discusses the various “Ps” nature of strategy, including introducing a P-based strategic management framework. The detailed skeleton of the “MOST” is covered in Chapter 5. Chapter 6 overviews some important strategy tools. In Chapter 7, different nature of strategic choice is presented. Chapter 8 provides the evaluation criteria for assessing the strategic choice. Chapter 9 presents various elements of strategy implementation. Chapter 10 covers business model, including a subsection of CBT (Community-based Tourism) which is the research of the author and colleague Dr. Busaba Sitikarn. Chapter 12 overviews the research method for strategy formulation. Chapters 13-16 present four empirical research reports in various aspects of strategic management. In essence, The “MOST” model is an example of the “systemic” approach to strategic management. The word “systemic” is linked to “systems”, which is premised on a philosophy that no idea can be fully understood until it is incorporated into an organized field of knowledge. Thus, the “MOST” model is an effort made to arrive at an organized body of knowledge, which has been vastly neglected in the extant literature. The overall systemic configuration of the “MOST” strategic management model is shown in the following conceptual framework.
Operatively and tactically, being “systemic” in nature embeds and embodies a learning-centric driving force in play. Operatively, continuous performance improvement – a key success attribute often associated with world class practice and management – has been concluded to be achievable only when an organization monitors its progress constantly, based on measured facts, depicting the “MOST” model in continuous feedback loop system. Otherwise, organizational performance would be created at random. The tactical domain concerns the subtleties of the complex relationships of relevant variables embedded in the system of strategic measurement, and the roles the variables could play in ensuring reliability and accountability. This depends on the daily reproduction of performance expectations as depicted in the single-loop learning mechanism, and also depends on the ability to learn beyond the confines of the present knowledge profiles of the organization. Tactical insight, therefore, provides a rich explanation for performance measurement and strategic management systems.
A research-oriented, also known as organizational intelligence development, approach to strategic formulation is emphasized in this book. According to Rumelhart and Norman (1981), real learning involves accretion, or the encoding of new information in terms of existing schemata, restructuring of schema, schema creation and the process whereby new schemata are created, tuning or schema evolution, or the modification and refinement of a schema as a result of using it in different situations (Shuell, p. 91), leading to introducing a research-oriented approach to strategic management in this book.
On similar counts, Johnson (2011) studies how active learners learn better than passive learners when they are subjected to a context that is meaningfulness, which is facilitated by the diversified views and ideologies of strategy discussed in Chapter 2. The “MOST” model is a platform of a meta-communication of firms. The “reflexive” nature of organizations and the social world leads to the concept of treating strategic management as a meta-communication, and thus, to succeed in the meta-communication, the “MOST” model establishes an effective communication process to relate between the organization and the environments. Whether inductive or deductive in the research approach to strategy formations, managers use mental representations that mirror the reality, as perceived through the senses (Barnes, 1984) or some statistical instrument and phenomenological structure of understanding (Tan, 2016), to interpret external environmental information (Feeney and Handley, 2006) as well as internal and socio-psychological information (Tan, 2016). In other words, in the view of cognitive science, strategists’ cognition mediates between the external environmental and their responses to environmental stimuli (Moors and De Houver, 2006; Karakaya and Yannopoulos, 2010), as shown in the “MOST” model of strategic management.
Ellen MacArthur Foundation estimates that around 80% in the consumer goods sector is lost
on annual terms. Hence, the linear economic model (take-make-waste) cannot be anymore an
appropriate model considering the growth population, the limited resources, etc. Therefore a
new economic model is emerging and developing in a very fast pace. This is what we call
circular economy. This model aims at effectively manage materials stream and the use/reuse
of products as long as possible. Such a model creates opportunities for businesses and at the
same time positively impacts the environment and promotes economic growth. Besides all
benefits that circular economy yields, still there is a lack of awareness about these benefits
from different stakeholders including governments, civil society organizations, businesses,
universities, etc. Besides the efforts sporadically taken by various researchers, still there is a
need of coordinated effort toward a better promotion of circular economy, as an indispensable
new economic model.
This paper aims at introducing the concept of circular economy and providing a more
comprehensive overview of the benefits of this novel economic model. In addition, this paper
provides the status quo of this model in Albania, accompanying with some success stories.
More outlines various definitions of circular economy. Moreover, the benefits of this economic
model are elaborated. Second part provides a general landscape of circular economy in North
Macedonia, its legal framework and the first efforts of the Albanian and North Macedonian
government to incorporate the concept into the draft strategy of waste management.
There are some conclusions and recommendations at the end of the paper.
Keywords: Circular economy, Management model, Albanian legislation, North Macedonia
legislation
The transport sector significantly impacts the environment, specifically on climate change,
through greenhouse gas emissions and depletion of natural resources. Currently road
transport already creates 14% of the emissions globally and furthermore the number of
vehicles is expected to more than double by 2050. [1]
In the context of Albania, transport sector plays a significant role in environmental pollution
concentration. According the time-series data published by INSTAT (Statistic institute in
Albania) the transport sector is an important activity in Albanian economy and its contribution
to GDP during the last decades has been increased by 23%. Moreover, for the past 10 years a
total number of road vehicles in Albania is increased by 46%, making the transport sector the
second main contributors, to greenhouse gas (GHG) emissions with about 25% of its total,
while in the first place is ranked agriculture sector.[2]
Therefore, many studies recommend applying the circular economy concept to reduce the
negative effects of the above-mentioned issues. Circular economy concept is a new and
inclusive economic paradigm that addresses resource scarcity concerns to minimize pollution,
waste and extend product lifecycles. This concept stands as an opportunity to rethink urban
planning and redesign transport into a more circular concept that goes beyond reduced
emissions from transportation sector to create a healthier environment in urban areas.
This article aims to examine the effect of a circular economy on the transportation sector by
highlighting some of the best practices obtained through a literature review, helping to provide
a set of recommendations on how the application of this concept will affect the current context
of transport infrastructure in Albania.
ResearchGate has not been able to resolve any references for this publication.