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January 2019
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34 Reads
While the preceding chapter was concerned with effective ‘pushing’ of a discontinuous change through the firm and assuring its effectiveness and stability; in this chapter, we turn attention to converting the firm into a habitual strategic actor.
January 2019
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231 Reads
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52 Citations
We turn attention from describing surprising changes to a system for detecting, analyzing, and responding to them. This system is now receiving increasing attention from firms.
January 2019
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112 Reads
In Chapters 21 and 22, we identified the causes of resistance and made some general suggestions for reducing it. In Chapter 23, we identified three ‘natural’ methods for managing change which usually occur without deliberate management of resistance. Ansoff’s suggestions for managing resistance can be applied to all three methods, but they apply particularly to a fourth ‘synthetic’ method, which he coined managed resistance, or the ‘accordion’ method. This chapter will describe the accordion method in detail.
January 2019
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47 Reads
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3 Citations
The discussions covered in this chapter are based on research conducted by Dr. Ansoff and Markku Lahdenpaa. Most of the concepts and tools of strategic analysis developed in the preceding chapters are applicable to the problem of diversifying a firm from a domestic market to a larger international arena.
January 2019
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43 Reads
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3 Citations
As speed of change accelerates, it becomes increasingly difficult to predict changes with sufficient accuracy and reliability to permit a timely full-scale response
January 2019
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192 Reads
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2 Citations
As previously discussed, the original approach to strategic planning, a new strategy was chosen to match the historical strengths of the firm. In a discontinuous environment, historical strength by definition becomes future weaknesses. It is necessary therefore to replace the strengths/weakness concept by a more general concept of organizational capability.
January 2019
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11 Reads
This chapter is based on a paper which Igor Ansoff wrote with Dick Brandenburg in 1967. In the paper, they predicted the qualifications which general managers would have to bring to their jobs during the last quarter of the twentieth century. Their principal predictions about complexities and diversity of demands on the general managers are currently observable in practice.
January 2019
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23 Reads
In Parts III and IV, we focused attention on managerial responses which prepare the firm to face a difficult and changing future. Strategy prepares the firm to face its complex external environment, while corporate capability develops responsiveness to anticipated threats and opportunities.
January 2019
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104 Reads
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8 Citations
Beginning in the 1950s, firms in the USA and Europe have come under increasing pressures from government, consumers, and environmental protection groups. In the USA, which remained firmly committed to the capitalist free market ideology, some firms responded to the challenge by embracing social causes and engaging in social audits aimed at establishing the firm as a responsible member of society.
January 2019
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12 Reads
An extensive body of literature exists on the subject of organizational behavior and design. Most of it is theoretical, written in academic jargon. This chapter uses the language of business and focuses on organizational forms which have evolved in practice.
... Strategic Management (SM) was described as a manager's method to execute all objectives of the organisation in line with formulated strategies (Ansoff, 2007). It is a dynamic methodology carried out by the organisational leadership directly and by subordinates implicitly. ...
January 2019
... financial and non-financial) of a firm will be realised when the firm's strategic aggressiveness and the general management responsiveness capabilities are aligned with environmental turbulence (Kipley & Lewis, 2009). The theory further states that there is a strong causal relationship between formalized strategic planning and the achievement of optimal success of an organisation (Abudawood, 2021;Odhuambo & Njuguna, 2021;Ansoff et al., 2019). ...
January 2019
... On the other hand, Igor Ansofs ideas on strategic posturing explain a firm strategy in terms of change from a familiar environment to an unfamiliar world of new technologies, new competitors, new consumer attitudes, new dimensions of social control, and above all, a questioning of the firm's role in society to achieve competitive advantage (Ansoff, 1984;Ansoff, Kipley, Lewis, Helm-Stevens, Ansoff, 2019). Consequently, Firms must respond to highly turbulent environments by preparing for and anticipating all levels of turbulence through proper and viable strategic planning, explicit aggressive strategies, and relevant organizational capabilities to execute. ...
January 2019
... One of the American economists noted that "... companies, in the absence of a planned and managed strategy, are doomed to extinction... In companies that manage to survive, strategic behavior is at least managed" [1]. Other scientists also note that a systematic process of strategy formulation is necessary for firms to achieve and maintain their competitive development in the long term [2,3]. ...
January 2019
... Strategic planning can be dissected further into dimensions of content, process, context, and outcomes, with each dimension shaping an organization's approach to achieving sustained performance. Studies by Thietart (2015) and Ansoff et al. (2019) 72 directional tool and a set of guidelines that enable firms to optimize performance, adapt to external environments, and establish coherent internal processes. ...
January 2019
... Strategic management (SM), which denotes the senior management's initiatives to use limited resources to enhance business performance, has played a crucial role in business success (Nag et al., 2007). Because of the importance of SM, research has been conducted in a number of disciplines, including economics (Rumelt et al., 1991;Teece, 2019), sociology (Dobbin and Baum, 2000;Van Lente, 2012), psychology (Hodgkinson and Healey, 2011;Ployhart, 2012), marketing (Biggadike, 1981), technology (Ansoff et al., 2018;Schilling, 2020), and hospitality (Köseoglu et al., 2019a;Olsen et al., 2004). ...
January 2019
... Conforme (Ansoff et al., 2019) a estratégia é uma declaração dos objetivos de investimento de uma organização, dos princípios de gestão e dos métodos para utilizar as suas vantagens e enfrentar as suas desvantagens, a fim de aproveitar as oportunidades e evitar os riscos. ...
January 2019
... This reinforces the future association between the KS and the KOL, which coordinated by moderated RtC in employees. RtC includes different types of confrontation factors, such as dispositional (Thakur & Srivastava, 2018), behavioural (Ansoff et al., 2019), cognitive (Oreg, 2003), and affective (Bovey & Hede, 2001). These factors are correlated and a negative component of employees' attitude towards any change. ...
January 2019
... Джерело :розроблено авторами з урахуванням [14, С.171] Таблиця 1 Кількісна оцінка змін для реалізації стратегії підприємства Критерії оцінки Відповідність стратегії та можливі вигоди К1( вага 50%),оцінка в балах (1)(2)(3)(4)(5)(6)(7)(8)(9) Потреба в ресурсах К2 (вага 30%),оцінка в балах (1)(2)(3)(4)(5)(6)(7)(8)(9) Ризики К3(вага 20%), оцінка в балах (1-9) К1.1Перевірка на відповідність стратегії розвитку 1-низька 5-середня 9-висока К2.1Час на впровадження 1 бал -менше року 3бали -18-24 місяців 5балів-12-18 місяців 7балів-6-12 місяців 9балів -менше 6 місяців К3.1 Ризик реалізації 1-високий ризик 5-середній ризик 9-низький ризик К3.2 Глибина та масштаб змін 1-потрібні значні організаційні зміни 5-середні зміни 9-незначні зміни К1. ...
January 2019
... Ranah pemasaran global mencakup berbagai pertimbangan, dengan lanskap politik dan hukum memainkan peran penting dalam membentuk strategi dan keputusan yang dibuat oleh organisasi yang beroperasi di panggung internasional. Saat perusahaan memasuki pasar di luar negeri, mereka harus menavigasi jaringan persyaratan hukum, tradisi budaya, dan metode bisnis yang bervariasi di berbagai negara (Ahmad & Solre, 2023;Srivastava et al., 2020;Vrtaňa & Gogolová, 2020;Keegan & Green, 2020;Rao, 2004;Ansoff et al., 2018;Cohen et al., 2017;Cuervo-Cazurra et al., 2016;Mishra et al., 2012;Hinds et al., 2011;Gerschewski, 2009;Peng et al., 2008;Kedia et al., 2002;Meredith, 2000;Gray, 1999;Roth et al., 1997;Craig & Douglas, 1996;Oviatt & McDougall, 1994). ...
January 2019
