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Strategic Analysis Using Actual and Potential Competiveness

Strategic Analysis Using Actual and Potential Competiveness The traditional approach to strategic planning at the level of the firm, involving targets for profitability, quantitative forecasts, gapclosing strategicmoves cost reduction, strategic investments etc. and finally implementation or resource deployment, has often been criticised on both practical and philosophical grounds. Perhaps one of the best known critiques of this conventional approach is the article by Hayes 1985. He suggests that competent strategic management of the firm in today's competitive environment in fact involves a complete reversal of the underlying goalswaysmeans sequence of traditional planning, so that the principle task of strategic managers now becomes first the creation of a competent organisation i.e. means in which the fullest possible potential of all resources is realised. Only then, it is argued, can a coherent strategy ways and strategic vision ends really emerge in practice. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Management Research News Emerald Publishing

Strategic Analysis Using Actual and Potential Competiveness

Management Research News , Volume 15 (1): 8 – Jan 1, 1992

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References (11)

Publisher
Emerald Publishing
Copyright
Copyright © Emerald Group Publishing Limited
ISSN
0140-9174
DOI
10.1108/eb028189
Publisher site
See Article on Publisher Site

Abstract

The traditional approach to strategic planning at the level of the firm, involving targets for profitability, quantitative forecasts, gapclosing strategicmoves cost reduction, strategic investments etc. and finally implementation or resource deployment, has often been criticised on both practical and philosophical grounds. Perhaps one of the best known critiques of this conventional approach is the article by Hayes 1985. He suggests that competent strategic management of the firm in today's competitive environment in fact involves a complete reversal of the underlying goalswaysmeans sequence of traditional planning, so that the principle task of strategic managers now becomes first the creation of a competent organisation i.e. means in which the fullest possible potential of all resources is realised. Only then, it is argued, can a coherent strategy ways and strategic vision ends really emerge in practice.

Journal

Management Research NewsEmerald Publishing

Published: Jan 1, 1992

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