Abstract
One of the issues discussed by the practitioners was why some companies are simply better at strategy development and execution than others. One could argue that the main culprit of a firm’s strategic failures is an inherent misunderstanding of companies’ competencies, capabilities, talent and abilities. Day makes an important point in that the most effective strategies are the result of management initiating a challenge to which business teams must think broadly to look for improvement or innovation.34 In Day’s view, the adaptive strategies or the process of adaptive planning often forces changes in managerial roles requiring traditional corporate strategies to become facilitators of the process or integrators.
This is a preview of subscription content, log in via an institution to check access.
Access this chapter
Tax calculation will be finalised at checkout
Purchases are for personal use only
Preview
Unable to display preview. Download preview PDF.
Notes
R. Loveridge, ‘The Firm as Differentiator and Integrator of Network: Layered Communities of Practice and Discourse’, D. Faulkner and M. De Rond (ed.), Cooperative Strategies: Economics, Business and Organizational Issues, Oxford: Oxford University Press, 2000, p. 142.
E. Chaffee, ‘Three Models of Strategy’, Academy of Management Review, 10(1), 1985, pp. 89–98.
M. Hammer, The Agenda: What Every Business Must do to Dominate the Decade, London: Random House, 2001, p. 252.
IBM’s Autonomic Computing Manifesto, Armonk — New York: International Business Machines Corporation, 2001, pp. 21–9.
M. Porter, H. Takeuchi and M. Sakakibara, Can Japan Compete? Basingstoke: Macmillan Press, 2000, p. 82.
S. Godin, Survival is Not Enough: Zooming, Evolution, and the Future of Your Company, New York: Free Press, 2002, p. 227.
Jan Stiles, ‘Managing Strategic Alliances’ Success: Determining the Influencing Factors of Intent within Partnerships’, Jens Genefke and Frank McDonald (eds), Effective Collaborations: Managing the Obstacles to Success, Basingstoke: Palgrave, 2001, p. 41.
B. Nalebuff and A. Brandenburger, Co-opetition, New York: Doubleday, 1996.
Work-out™ is a trademark of the General Electric Corporation. For more information, see D. Ulrich, S. Kerr and R. Ashkenas, The GE Work-Out: How to Implement GE’s Revolutionary Method for Busting Bureaucracy and Attacking Organizational Problems, McGraw-Hill Trade, 2002.
See M. Treacy and F. Wiersema, The Disciple of Market Leaders, London: HarperCollins, 1995.
See R. Pascal, Managing on the Edge: How Successful Companies Use Conflict to Stay Ahead, London: Viking, 1990.
M. Goold, A. Campbell and M. Alexander, Corporate Level Strategy: Creating Value in the Multibusiness Company, Chichester: Wiley, 1994, p. 1.
J. Quinn and J. Voyer, ‘The Logic of Logical Incrementalism’, H. Mintzberg and J. Quinn (eds), Readings in the Strategy Process, London: Prentice Hall International, 1998, p. 109.
R. Koch, The Financial Times Guide to Strategy: How to Create and Deliver a Useful Strategy, London: Prentice Hall, 2000, p. 11.
A. Keegan and J. Turner, ‘The Management of Innovation in Project-based Firms’, Long Range Planning, August 2002, 35(4), p. 383.
United States Geological Survey, Summary Report of the Workshop on Enhancing Integrated Science, Reston, Virginia, November 1998, available at http://www.usgs.gov/integrated_science/summary.html.
Lt General Jay W. Kelley, Commander, Air University, 2025, Maxwell Air Force Base, Alabama: Air University Press Educational Services Directorate College of Aerospace Doctrine, Research, and Education, 1996, p. 11.
Deloitte Research, Managing Amid Uncertainty: New Thinking on How to Win in a Volatile World, New York: Deloitte Touche Tohmatsu, 2001, pp. 4–12.
Major General William H. Riley, Jr, Leading from Behind: Sometimes the Best Role for an Advisor, Office of the Program Manager, Saudi Arabian National Guard, available at http://www.opmsang.sppn.af.mil/Newcomer’s_Handbook/NOC25a.htm, July 2003.
Author information
Authors and Affiliations
Editor information
Editors and Affiliations
Copyright information
© 2004 Joseph A. DiVanna and François Austin
About this chapter
Cite this chapter
DiVanna, J., Austin, F. (2004). Developing the Strategic Corporate Competency. In: DiVanna, J., Austin, F. (eds) Strategic Thinking in Tactical Times. Corporations in the Global Economy. Palgrave Macmillan, London. https://doi.org/10.1057/9780230006089_3
Download citation
DOI: https://doi.org/10.1057/9780230006089_3
Publisher Name: Palgrave Macmillan, London
Print ISBN: 978-1-349-51708-4
Online ISBN: 978-0-230-00608-9
eBook Packages: Palgrave Business & Management CollectionBusiness and Management (R0)