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Manajemen Strategik Budi Hermana – Universitas Gunadarma
Manajemen Strategik http://www.topuniversities.com/sites/qs.topuni/files/MManagement%20careers%20-%20Strategic%20management.jpg
http://cdn.computerworld.com.au/article/images/740x500/dimg/game_change.jpg http://tusside.tubitak.gov.tr/en/egitimlerimiz/Social-Research
Manajemen Strategik Budi Hermana – Universitas Gunadarma
Theory and Research in Strategic Management
Hoskisson, R.E., M.A. Hitt, W. P. Wan, D. Yiu. 1999. Journal of
Management, Vol. 25, No. 3, 417–456
http://www.methodbrain.com/dsia/about-dsia.cfm
http://www.inkcinct.com.au/web-pages/cartoons/past/2012/2012-308--economic-theory-and-practice.jpg http://www.bbc.co.uk/blogs/ni/bookprog.jpg
Manajemen Strategik Budi Hermana – Universitas Gunadarma
Theoretical and Methodological Evolution in Strategic Management
Chandler’s (1962) Strategy and Structure
Ansoff’s (1965) Corporate Strategy, Learned et al.’s (1965/1969) Business Policy: Text and Cases
Herbert Simon’s (1945) Administrative Behaviors Cyert and March’s (1963)
A Behavioral Theory of the Firm
Structure-conduct-performance framework. Porter (1980, 1985)
Strategic groups Hunt (1972)
Competitive dynamics Bettis and Hitt (1995)
Transaction costs economics Williamson’s (1975, 1985)
Agency theory Jensen & Meckling, 1976; Fama & Jensen, 1983
A Resource-based View of the Firm Wernerfelt’s (1984) “A Strategic leadership and strategic decision theory Finkelstein & Hambrick, 1996
Fayol (1949) proposed the major
managerial actions as planning, organizing, coordinating, commanding, and controlling.
The Nature of Managerial Work, Henry Mintzberg (1973) classified ten managerial roles into three categories: interpersonal, informational, and decisional.
Knowledge-based view of the firm Cohen and Levinthal (1990)
Manajemen Strategik Budi Hermana – Universitas Gunadarma
Future Directions
Rapid change in technology and the rise of the information age means that the nature and pace of firm competition are likely to be different
From an IO economics perspective, mobility barriers or market positions are the critical sources of competitive advantages that lead to
superior performance.
Parallel to the rapid technological change is the increased level of globalization.
a new approach to understanding top management motivation and actions is
stewardship theory Dess et al. (1995) called for more integrating research across two or more levels of strategy.
The field of strategic management will likely experience increasing integration of
multiple theoretical paradigms
Manajemen Strategik Budi Hermana – Universitas Gunadarma
Research Areas in Strategic Management Howard Thomas University of Illinois at Urbana-Champain
Science and Art in Policy Formulation
Design and Test of Analytical Concepts and Operational Approach
Historical Relationships and Implementation Problems
Interface of Business Policy Formulation with Social Problems and Other Institutions
Anshen and Guth
Manajemen Strategik Budi Hermana – Universitas Gunadarma
Strategic Road Map
•Strategic Road Map
http://www.a4r4.com/consulting
http://www.washington.edu/emergency/newsletter/newsletter-april-2009
Manajemen Strategik Budi Hermana – Universitas Gunadarma
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What is Vision? How to achieve a vision?
http://futureofcio.blogspot.com/2013/07/corporate-big-five-from-oxymoron-to.html
http://www.listentech.com/media/SMART.jpg
Manajemen Strategik Budi Hermana – Universitas Gunadarma
Segev (2006): Mysticism and Strategic Management, Chapter 1: A Road Map to the World of Strategic Management
Organizational performance is the core of strategic
management
The environment in which the organization operates is one of the major determinants of
its functioning.
From the ecological perspective, the natural selection mechanism is
responsible for the rise, success, and fall of organizations
(NeoDarwinism) Others view it as stylistic,
political or cultural process.
A Vertical Road Map
Manajemen Strategik Budi Hermana – Universitas Gunadarma
A Strategic Alignment Model for New Product Development
Source: Hei-Kuang Lee and Chih-Ming Liu
Manajemen Strategik Budi Hermana – Universitas Gunadarma
Measuring Strategic Performance http://www.clintburdett.com/process/04_team/team_05_measures.htm#.VA3b7aOVCZQ
http://manageta.com/steps-objectives-performance-measures/ http://en.wikipedia.org/wiki/File:Blind_monks_examining_an_elephant.jpg
Mitchell dkk (2013). Scoring Strategic Performance: a pragmatic constructivist approach to
strategic performance measurement. Journal of Management & Governance. 17:5–34
http://business.financialpost.com/2012/12/11/myths-regarding-performance-management/
Manajemen Strategik Budi Hermana – Universitas Gunadarma
Operational performance is basically measured in terms of efficiency, i.e.
input–output relations. Strategic performance is, accordingly, basically
concerned with and thus measured by issues of effectiveness, i.e. output-goal relations.
Internal-external fit: the task of strategic performance
Pragmatic constructivism as basis for strategic performance
The necessary and sufficient condition for an action to be successful is that these four dimensions in the actor-world relation are integrated in the actor’s
perspective: facts, possibility, value and communication.
Strategic performance
Coherence
Coherency does not mean that the facts, possibilities and values of the interacting parties must be identical but that they must complement each other.
Coherency in cross-cultural interaction does not mean having the same factual
basis, the same possibilities and logic and the same values. It means that they complement each other.
Manajemen Strategik Budi Hermana – Universitas Gunadarma
Strategic performance measurement
The aim of strategic performance measurement is to create instruments that within a short period of
time, can indicate the long-term effects of strategic performance.
We can only measure historical and real-time
performance issues, but not future issues.
The preparations, planning and other endeavours to cope with the future can be estimated and
evaluated qualitatively
Manajemen Strategik Budi Hermana – Universitas Gunadarma
1. Strategic planning narrative
The strategic profile may be the silent result of an emerging intuitive strategic performance, or it may be the
result of an intended and formulated strategic performance according to a plan (Mintzberg)
To organise the strategic process consciously, leaders have to
formulate a narrative of the strategy for their staff to know what
to do and what to expect.
Strategy in this case involves (1) formulating a strategic plan, (2) implementing and monitoring the achievement of the strategic plan, and (3) reflecting,
learning and revising the strategic plan.
Manajemen Strategik Budi Hermana – Universitas Gunadarma
2. Tracing changes in strategic coherence
Good strategic performance creates a high degree of internal-
external fit by establishing coherence between efficient operating units.
Managerial strategic performance measurement reflects the changes in the strategic situation, i.e. the changes in the strategic
coherence that take place over a certain period of time.
Strategic measurement therefore needs indicators that can be used to directly express changes in coherency and therefore anticipate long term effects on total company performance.
Such monitoring of coherency changes can be used to adjust the strategic behaviour and thereby improve the oncoming total
company performance.
Manajemen Strategik Budi Hermana – Universitas Gunadarma
3. Pro-active truth and learning theory of truth Analysis and reality checking of the intended strategy can result in measurement
statements that are pro-actively true. These statements create a set of expectations. If these expectations are realised in action, then the statement is pragmatically true.
Pragmatic truth can only be judged ex-post as success or failure becomes apparent. The difference between pro-active truth and pragmatic truth—if there is any—is
termed the truth gap. The truth gap between what we expected to do and what we did includes two dimensions, strategy setting and strategy execution.
The deviation between what we should have done and what we did is the strategic execution gap. The deviation between what we expected to do and what we should
have done is the strategic setting gap.
The truth gap is to be kept small and insignificant. If it is large, information which is only pro-actively true is misleading to the users.
Truth gap monitoring becomes a basis for a continuous learning and
improvement process.
Manajemen Strategik Budi Hermana – Universitas Gunadarma
4. Constructing the strategic platform of integration scorecards
Measurements and decision-making systems normally presuppose stable and well-defined conditions. Strategically, however, the systems
are essentially subject to change and not stable.
If operational problems in a unit are caused or influenced by the output it receives from a previous unit or by the demand it meets from a subsequent unit, then these problems must be registered in the
integration scorecard as a coherence problem.
Scorecard analyses the degree of coherence between units in the performance chain.
The platform contains a top-level integration scorecard that reflects the change in the strategic profile of the company, i.e. changes in the
internal-external fit.
For each of the links between internal units an integration scorecard is constructed to reflect the changes in coherence between the units.
A strategic balance sheet
Manajemen Strategik Budi Hermana – Universitas Gunadarma
Using Balanced Scorecard as
Robert S. Kaplan and David N. Norton (2007) Harvard Business Review
a Strategic Management System
http://www.piloter.org/executive-dashboard/images/balanced-scorecard-3.jpg
Manajemen Strategik Budi Hermana – Universitas Gunadarma
Translating Vision and Strategy: Four Perspectives
Manajemen Strategik Budi Hermana – Universitas Gunadarma
How One Company Bulit a Strategic Management System
Manajemen Strategik Budi Hermana – Universitas Gunadarma
How One Company Bulit a Strategic Management System