Strategy is a general plan to achieve one or more long-term or overall goals under conditions of uncertainty. In the sense of the "art of the general", which included several subsets of skills including military tactics, siegecraft, logistics etc., the term came into use in the 6th century C.E. in Eastern Roman terminology, and was translated into Western vernacular languages only in the 18th century. From then until the 20th century, the word "strategy" came to denote "a comprehensive way to try to pursue political ends, including the threat or actual use of force, in a dialectic of wills" in a military conflict, in which both adversaries interact.
The reputation or prestige of a social entity is an opinion about that entity – typically developed as a result of social evaluation on a set of criteria, such as behavior or performance.
SWOT analysis is a strategic planning and strategic management technique used to help a person or organization identify Strengths, Weaknesses, Opportunities, and Threats related to business competition or project planning. It is sometimes called situational assessment or situational analysis. Additional acronyms using the same components include TOWS and WOTS-UP.
Strategic foresight is a planning-oriented discipline related to futures studies. In a business context, a more action-oriented approach has become well known as corporate foresight.
Technology forecasting attempts to predict the future characteristics of useful technological machines, procedures or techniques. Researchers create technology forecasts based on past experience and current technological developments. Like other forecasts, technology forecasting can be helpful for both public and private organizations to make smart decisions. By analyzing future opportunities and threats, the forecaster can improve decisions in order to achieve maximum benefits. Today, most countries are experiencing huge social and economic changes, which heavily rely on technology development. By analyzing these changes, government and economic institutions could make plans for future developments. However, not all of historical data can be used for technology forecasting, forecasters also need to adopt advanced technology and quantitative modeling from experts’ researches and conclusions.
The resource-based view (RBV), often referred to as the "resource-based view of the firm", is a managerial framework used to determine the strategic resources a firm can exploit to achieve sustainable competitive advantage.
The CDP is an international non-profit organisation based in the United Kingdom, Japan, India, China, Germany, Brazil and the United States that helps companies, cities, states, regions and public authorities disclose their environmental impact. It aims to make environmental reporting and risk management a business norm, driving disclosure, insight, and action towards a sustainable economy. In 2022, nearly 18,700 organizations disclosed their environmental information through CDP.
Daniel "Dan" R. Denison is professor of organization and management at IMD Business School in Lausanne, Switzerland, and chairman and founding partner of Denison Consulting. His area of special interest is organizational culture and leadership, and the impact they have on the performance and effectiveness of organizations. His work on organizational culture is heavily cited in the field, and he is the author of a seminal article on the distinction between organizational culture and climate. His model of organizational culture is widely known and used in academic research in organizational culture, effectiveness and performance.
In organizational theory, dynamic capability is the capability of an organization to purposefully adapt an organization's resource base. The concept was defined by David Teece, Gary Pisano and Amy Shuen, in their 1997 paper Dynamic Capabilities and Strategic Management, as the firm’s ability to engage in adapting, integrating, and reconfiguring internal and external organizational skills, resources, and functional competences to match the requirements of a changing environment.
The organizational life cycle is the life cycle of an organization from its creation to its termination. It also refers to the expected sequence of advancements experienced by an organization, as opposed to a randomized occurrence of events. The relevance of a biological life cycle relating to the growth of an organization, was discovered by organizational researchers many years ago. This was apparent as organizations had a distinct conception, periods of expansion and eventually, termination.
Competitive heterogeneity is a concept from strategic management that examines why industries do not converge on one best way of doing things. In the view of strategic management scholars, the microeconomics of production and competition combine to predict that industries will be composed of identical firms offering identical products at identical prices. Deeper analyses of this topic were taken up in industrial organization economics by crossover economics/strategic-management scholars such as Harold Demsetz and Michael Porter. Demsetz argued that better-managed firms would make better products than their competitors. Such firms would translate better products or lower prices into higher levels of demand, which would lead to revenue growth. These firms would then be larger than the more poorly managed competitors.
Geoffrey P. Chamberlain's theory of strategy was first published in 2010. The theory draws on the work of Alfred D. Chandler, Jr., Kenneth R. Andrews, Henry Mintzberg and James Brian Quinn but is more specific and attempts to cover the main areas they did not address. Chamberlain analyzes the strategy construct by treating it as a combination of four factors.
Shaker A. Zahra is the Robert E. Buuck Chair of Entrepreneurship and professor of strategy and entrepreneurship, Carlson School of Management, University of Minnesota. He is also the academic director of the Gary S. Holmes Entrepreneurship Center.
Maria Goranova is professor of management at the University of Wisconsin Milwaukee. She conducts research on shareholder empowerment and activism, corporate governance, and corporate strategy. She serves as editor of Corporate Governance: An International Review, and on the editorial board of Journal of Management, and is a member of the Academy of Management, International Association for Business and Society, and Strategic Management Society. Her research has been published in a number of leading journals including Strategic Management Journal, Journal of Management Studies, Organization Science, Journal of Management, Academy of Management Perspectives, Journal of Business Research, and Academy of Management Proceedings. She is also recipient of Distinguished Paper and Best Reviewer Awards from the Academy of Management.
Team effectiveness is the capacity a team has to accomplish the goals or objectives administered by an authorized personnel or the organization. A team is a collection of individuals who are interdependent in their tasks, share responsibility for outcomes, and view themselves as a unit embedded in an institutional or organizational system which operates within the established boundaries of that system. Teams and groups have established a synonymous relationship within the confines of processes and research relating to their effectiveness while still maintaining their independence as two separate units, as groups and their members are independent of each other's role, skill, knowledge or purpose versus teams and their members, who are interdependent upon each other's role, skill, knowledge and purpose.
Giovanni Battista Dagnino is an Italian economist, academic and engaged speaker and educator. He is the Chair of Management and Professor of Digital Strategy at the Libera Università Maria SS. Assunta University of Rome, where he is the Founding Director of the MSc Degree in Economics and Management.
Phillip Phan is Alonzo and Virginia Decker Professor of Strategy and Entrepreneurship at the Carey Business School, Johns Hopkins University, with expertise in the areas of strategy and entrepreneurship. Phan's research examines corporate governance, entrepreneurship and technology transfer, regional economic development, and innovation management in healthcare. He is currently Editor-in-Chief of Academy of Management Perspectives.
Sharon F. Matusik is an American business strategy scholar, currently serving as dean of the University of Michigan's Ross School of Business.
Hart E. Posen is an academic, researcher, and business analyst. He is a Professor of Strategy and Entrepreneurship at Dartmouth College, Tuck School of Business.
Michael A. Hitt is an American business management scholar, consultant, academic and author. He is a University Distinguished Professor Emeritus at Texas A&M University and a Distinguished Visiting Research Scholar at Texas Tech University.
