Strategic Management Haberberg - ch02

CHAPTER TWO
What is Strategic Management?
LEARNING OUTCOMES
After reading this chapter you should be able to:
Explain the differences between strategic and non-strategic decisions, and between functional, business-level, and corporate-level strategy Distinguish between different modes of strategy-making and identify which modes are prevalent in a particular organization Explain the concepts of fit, distinctiveness, and sustainability and their importance in assessing the viability of a strategy Discuss the role that risk, uncertainty, and trade-offs play in strategic decisions Contrast the objectives of different stakeholder groups and explain the manner in which they influence strategy, and how this might vary between different cultures Discuss the role of corporate social responsibility (CSR) and business ethics in corporate strategy Explain how strategies can go wrong.
2: WHAT IS STRATEGIC MANAGEMENT?
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INTRODUCTION
This chapter builds on our understanding of what an organization is from Chapter 1. Knowing what an organization is, and why it exists, helps us to understand how managing strategy effectively can vary in different contexts. Because different organizations have different priorities, how strategy is managed, and the strategies that are appropriate, will differ. In addition, as we saw in Section 1.6.1, organizations have various stakeholders, each of whom may have different things that they want from the organization. In this chapter, we go more deeply into the nature of some of these stakeholders and their likely inuence on the strategy development process, and discuss some of the ways that strategy comes about in organizations as they compete to have their objectives adopted. We also introduce you to some of the ways in which the strategy process can go wrong, leading to poor performance, and in some cases the demise of the organization.
2.1 Strategybasic concepts

In Chapter 1 we dened strategy, but this left some questions unanswered. In this section, we look at two of them:
How can you tell the difference between strategic decisions and what are often called
tactical or operational decisions?
Can unplanned, opportunistic, or forced decisions or actions really be called strategies?
2.1.1
Strategic decisions
Not all decisions made within an organization contribute equally to its strategy. A strategic decision can be distinguished from other types of decision in three ways:
Magnitude: Strategic decisions are big decisions. They affect an entire organization
or a large part of it, such as a whole division or a major function. And they entail a signicant degree of interaction with the world around itthe organizations competitors, suppliers, and customers.
Time-scale: Strategic decisions set the direction for the organization over the medium
to long term. But they will have a short-term impact as wellthe medium term may nish in several years time, but it starts at the end of this sentence! What constitutes medium or long term will depend on the organization and the industries in which it operates. In a fast-moving industry, such as computer software or consumer goods, 18 months may be a long time to think ahead. In capital goods industries like electricity generation or oil production, where new facilities take several years to plan and bring on stream, 1015 years may be a realistic time horizon. It is helpful to measure time-scales in terms of product life-cycles, with the short term being one product life-cycle and the medium term two. For most industries, this gives a time horizon for the strategist of around 35 years.
Commitment: Strategic decisions involve making choices, and committing resources

in ways that cannot be reversed cheaply or easily. This may mean investing large amounts of money in buildings or high-prole, long-term, marketing campaigns, or large amounts of management time in changing the way an organization operates. We go into more depth on this topic in Section 2.5.
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It is not always easy to tell what is and what is not a strategic decision. When a clothing company launches a new line of clothing, as H&M did when it started a new designer brand in conjunction with Madonna, that is not necessarily a strategic decision. Companies like H&M launch new product ranges all the time, and are not surprised if some of them do not nd favour with the customer. The investment in advertising and new manufacturing skills may be tens of thousands of euros, but this may be small change to a rm like H&M. The failure of that one product is unlikely seriously to affect its prots or future viability. This is a short-term decision requiring little commitment. However, for a relatively small clothing company with only one established line of products, as H&M was in 1968, launching itself into the mens and childrens clothing markets certainly was a strategic decision. In absolute terms, the smaller rm might have spent less on these new product launches than H&M would today on its product extension. But, measured in relation to the size of the rm, the degree of impact of commitment is far higher. Similarly, when an aircraft manufacturer such as Airbus or Boeing decides to launch a new product, that is a strategic decision. The investment in design, new manufacturing facilities and marketing will be millions of euros or dollars. The product will be expected to make returns over ten years or morethe Boeing 747 has been in service for over thirty years. If this type of product fails in the market-place, it will hit the organizations reputation as well as its nancial security. Customers, banks, and shareholders may start to have doubts about the future of the company, which will affect the sales of their other products, and also their ability to raise funds. So, these are examples of long-term, high-commitment decisions.
Worked Example 2.1 Identifying strategic and non-strategic decisions in H&M

H&M was founded by Erling Persson in 1947 in Vsters, Sweden. It started off life as a retailer of womens clothing, Hennes. In 1968 it acquired another Swedish clothing retailer, Mauritz Widfors, which sold menswear, and changed its name to Hennes & Mauritz.
For other companies, that have not previously expanded

internationally, and H&M in the 1960s when it opened its first store abroad (in Norway), this would almost certainly be a strategic decision; for H&M nowadays it is arguably not always. Expanding into new geographic areas is part of its current strategyit opens new shops regularly. Sometimes these are in countries where it already has a presence, sometimes in totally new markets. But expanding geographically into a smallish country like Slovenia may be considered an incremental development of its existing European business. Even entry into a major market like Canada, one of the worlds largest economies, might only be an incremental move if it were done slowly, using logistics already in place to serve the US. On the other hand, at the point at which expansion in Canada (or any other market) involves major investments in warehouses or in a countrywide campaign of major store openings, it does become a strategic decision.
This was a strategic decision: it involved a major outlay

of capital, it increased the size and complexity of the business; and it involved most of the company. And it brought Hennes into contact with a whole new customer segment men! In 1974 it went public and was quoted on the Stockholm stock exchange.
This is not a strategic decision. It was a means of obtaining

funds for expansion. The expansion may well have been a strategic decision, but going public in itself was not. Similarly, later statements that H&M makes about expansion being financed entirely from the firms own internal funds are an indication of how it intends to implement any strategies it adopts, but are not themselves strategies.
Practical dos and donts
Each year, for the past several years, H&M has expanded into a In exams or case study analyses you will often be asked to develop a strategy (or strategic options which we discuss in much new international market or markets.
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The recent opening of H&Ms Shanghai store; expanding into new geographic areas is part of its strategy. H&M AB
more detail in Chapter 12) for an organization. The key things to look for when trying to decide whether your recommendations can be considered strategic are:
Scope and scaleis your suggestion going to affect a signicant part of the organizations activities and value chain.
if things dont work out as planned, or perhaps because it is something entirely new.
Is your recommendation likely to affect what the organization as a whole does over the long term? What the long term means varies from industry to industry, but anything over two years can probably be thought of as a strategic decision. If the organization can quickly reverse the decision then it is unlikely to be strategic.
Is your suggestion going to involve a signicant commitment of resources. This could mean a reallocation of existing resources such as manpower or plant and machinery, but may also involve the need to nd new resources such as nance or staff. Putting an absolute gure on this is difcult, but if your recommendation involves, say, the reallocation of more than 20 per cent of existing plant and machinery, or using nance equivalent to 5 per cent or more of its shareholders funds, then this is likely to be a strategic decision.
Finally, you may wish to recommend that the organization carries on doing exactly what it is already doing. This may not conform to some of our tests of strategicness, such as obtaining new resources, but is nevertheless strategic because it involves the whole organization, a large commitment of resources (the total amount!) and certainly will affect what it does over the long term. Does your suggestion pose a signicant risk to the organiza- Some opportunities for expansion or innovation may not exist in tion as a whole? perhaps because it involves a large com- a few years time, or might require massive investment to catch mitment of resources that cannot be reallocated elsewhere up with competitors.
Deliberate, emergent, imposed, and realized strategies

2.1.2
In our denition of strategy at the start of Chapter 1, we referred to actions coming about by accident or design. This is, as we shall see, rather controversial. Surely a strategy is something thought out in advance by a chief executive and his or her top management team, and
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passed down the organization for carefully planned implementation. After all, the word strategy is derived from the Greek term strategos, meaning a carefully formulated militarystyle plan of campaign. Deliberate, planned, or intentional strategies of this kind occur in organizations as well. But, as we suggested in Section 1.6, there has been increasing recognition that strategic direction of the whole organization can be shaped by opportunistic decisions that can happen at any level in the organization. These have been termed emergent strategies. There are two signicant problems with the deliberate/planned view of strategy development:1
Not all the strategies that the top team wants to happen will happen in practice.
Products may not sell because of changing customer tastes; economies may go into recession; and political environments can change suddenly.
The strategies that are actually implemented are often not those that are developed
through the planning processes. And sometimes the strategies that an organization adopts are not what it would have wanted to do itself, but have been forced on it. Figure 2.1 illustrates this. Strategies that are decided on in advance by the leadership of the organization are intended strategies. Those that are put into operation are deliberate strategies. For example, H&Ms expansion into new geographical markets has happened in a systematic and deliberate way, and its move into the cosmetics business was clearly an intentional one. These were deliberate strategies that were carefully planned in advance. Those intended or deliberate strategies that do not happen become unrealized strategies. Strategies which are not intentionally planned, and which can come about from lower levels in an organization, are emergent strategies. For example, an enterprising salesperson may discover that a product that is intended to be sold to schools is also attractive to banks or hospitals, and passes this information on to some of his colleagues. This is recognized to be a good idea, and as a result the rm ends up entering the nancial services or medical markets. New strategies can also be the unintended consequences of organizational policies such as control or rewards systems. For example, if branch managers are given prot targets and start to cut corners on quality, then the company may accidentally move down-market.
Deliberate strategy A strategy conceived by senior managers as a planned response to the challenges confronting an organization. Often the result of a systematic analysis of the organizations environment and resources. Emergent strategy A strategy that emerges from lower down the organization without direct senior management intervention.
Inten d strat ed egy Delib erate strat
Imposed strategy
egy Real iz strat ed egy
Unrealized strategy
Figure 2.1 Strategy development processes (Mintzberg and Waters, 1985)
t en erg gy Em rate st
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In the documentary lm Super Size Me the lmmaker shows himself eating nothing but McDonalds products for 30 days. Super Size Me
Those that are imposed on an organization are strategies about which the members of an organization have little effective choice. When McDonalds updated its range to incorporate products with lower fat and salt content, and withdrew the supersize option on some of its products, this appeared to be in some way an imposed strategy. It had been (unsuccessfully) sued in the US courts by people who accused it of making them obese.2 And in a documentary lm, Super Size Me, the lmmaker showed himself suffering unpleasant side-effects from eating nothing but McDonalds products for 30 days. Although the rm could legitimately argue that it was not doing anything illegal or immoral, it seemed under considerable pressure to respond to the concerns of these newly voluble stakeholders.3 Other common types of imposed strategy are those forced upon an organization by government policies. The imposed strategies, plus some emergent strategies, plus those intended strategies that are, in the end, deliberately adopted, together constitute the realized strategiesi.e. what the organization as a whole does in practice. As Real-life Application 2.1 shows, it can often be very difcult for even experienced academics and consultants to tell whether a realized strategy was originally deliberate or emergent.
Imposed strategy A strategy that an organizations managers would not otherwise have chosen, but is forced on them.
Realized strategy The strategy the organization actually ends up implementing. It may be deliberate, emergent or imposed.
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Real-life Application 2.1 Hondas strategydeliberate or
emergent?
In 1975, the Boston Consulting Group (BCG), an inuential management consultancy specializing in strategy, wrote a report for the UK government setting out alternatives for the British motorcycle industry. Within that report4 they analysed Hondas success in the US market. They painted a picture of how Honda had cleverly planned its penetration into the USA with small motorcycles sold to ordinary households, at a time when US producers focused on selling large machines to motorcycle enthusiasts. Honda then used this initial breakthrough to build volume in the USA, and gain reputation and economies of scale, which enabled them to gradually move up-market and to expand internationally. In 1980, Richard Pascale, a US academic, decided on a whim to interview the Japanese executives who had managed Hondas US operations at the time. The picture they painted was very different from the calculated strategy described by BCG. They suggested that Hondas US success was the result of a set of happy accidents. The managers had started by trying to sell Hondas larger bikes, which however were not robust enough for American road conditions. The move to smaller motorcycles happened partly because there was nothing else for them to sell, partly because US retailers had expressed interest after the Japanese managers had been spotted using the bikes to travel around. Henry Mintzberg, a very inuential Canadian academic and author, was most taken with Pascales account, and used it extensively to support his ideas about emergent strategy. According to him, Hondas success came about because, rather than planning everything in advance, they adapted to market conditions as they encountered them.5 Andrew Mair, a British academic who made a long study of Honda, did not dispute the details of Pascales account. However, he found documents suggesting that it was always Hondas intention to market their smaller motorcycles in the US, and that the manufacturing capacity to support those sales was planned well in advance. He suggests that the real basis of Hondas success, in the US and elsewhere, was not its use of avoidance of planning, but in its ability to handle ambiguity.6
Using Evidence 1.1 Assessing modes of strategy development

For the Honda case example above both Richard Pascale and Andrew Mair had access to real company data. When you are looking at a case study, whose data are much more supercial, you may have even more difculty in nding evidence of strategy processes. But there are some things you should be looking for if you can. First, you need to look at the organization over a period of timeyou cannot assess whether a strategy was planned or emergent until after it has happened! The fact that there is a planning process in place does not necessarily mean that it will play a major role in the organizations actual strategy. Then you need to compare actual organizational activities with those that were earlier expressed as intentions by the CEO or chairmanusually these will be found in a companys annual report or the organizations strategic plan. Or if you have access to real company information, memos or letters are often good indicators of intentions. Furthermore, you might look for indicators, such as systems to encourage employees to come up with suggestions, that point to an organization where the top team are not considered as allseeing and all-knowing.
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Table 2.1 Modes of strategy-making

Descriptors Style Role of top management Role of organizational members Subordinate Follow the system Soldier Obey orders Player Respond to challenge Participant Learn and improve Entrepreneur Experiment and take risks Onlooker Bend with the wind Sensor Detect and transmit key environmental changes
Rational
Analytical Strategy driven by formal structure and planning systems Imperial Strategy driven by leader or small top team Cultural Strategy driven by mission and a vision of the future Procedural Strategy driven by internal process and mutual adjustment Organic Strategy driven by organizational actors initiative Political Strategy driven by bargaining between powerful interest groups Enforced choice Strategy driven by prescriptive external pressures
Boss Evaluate and control Commander Provide direction Coach Motivate and inspire Facilitator Empower and enable Sponsor Endorse and sponsor Umpire Arbitrate and enforce order Buffer Moderate pressures as far as possible
Command
Symbolic
Transactive
Generative
Muddling through Externally dependent
Adapted from Hart (1992) and Bailey and Johnson (1995)
2.2 How strategy happens

Studies of how organizations actually go about developing and implementing strategies have now, in Europe particularly, developed into a major stream of research relating to micro-strategy and strategy as practice (see Section 2.2.6 below).7 Researchers have identied several modes of strategy-making, summarized in Table 2.1. They also found that few organizations were locked into a single way of strategizing: in most cases, a number of modes tended to operate in parallel.8
2.2.1
The rational mode
Perhaps the most traditional view on strategy is that of a rational, thought-out, planned process. Strategic planning involves a process of analysis, the setting of goals and targets as a result, and the measurement of performance outcomes against these. Analytical tools,9 many of which we shall cover in this book, are used to identify suitable opportunities or problem areas that need to be tackled, leading eventually to a nal selection of strategy. This style allows as much data as possible to be taken into account when devising strategy. The organizations functional and geographic units will submit data on their sales, costs, quality, and other important aspects of performance, alongside their assessment of environmental conditions and future market prospects. Central planning units may add their own data about key markets, and sometimes consultants will be asked to gather or collate the information.
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There then follows a period of contemplation, discussion and negotiation between the team whose job it is to write the plan and the operational managers who will be expected to implement it. Following this, the new plan will be written and communicated to unit managers. These strategic plans set out what the organization intends to achieve over, typically, a ve-year period. They are often an important guide to what the senior management believe are the priorities for the organization, and act as an aid to nancial planning and budgeting for large-scale projects. Although planning processes like this are less fashionable than in the 1970s, many large rms or public sector units still have planning departments, and almost all organizations will have some sort of strategic or business plan that sets in place what they intend to do and how they will do it. Many strategy courses and textbooks (including this one, even though we think that planning is not necessarily the most important element in strategic management) implicitly or explicitly accept the importance of planning techniques. Strategic plans have a role in helping an organizations managers to make sense of what is happening around them and plan for major items of expenditure, but they work best in predictable, stable environments where things do not change much from one year to the next. They are often too bulky to be used as a guide for managers in their day-to-day activities, and become out of date as soon as there is any major unexpected development in the organization or its environment.10
2.2.2
The command mode
We examine different
styles of leadership, and the leadership role of middle management, in Section 17.1.
Another traditionally important view of strategy, the command mode, focuses on the role of the leader or top management team.11 The earliest thinkers on strategy took it for granted that strategy development was the prerogative of the chief executive who would make a decision that had been evaluated against alternatives in a rational manner, its outcomes assessed down to the last detail. In other words, they assumed strategy-making was a combination of the command mode and the rational mode we discussed in the previous section. It is natural to expect top managers to play a signicant role in deciding, at least, what the overall intended strategy ought to be, so that the command mode is likely to feature in many organizations. But research shows that it is not just the chief executive and the top management team who shape strategy, while many top managers spend very little time thinking about it (less than 10 per cent, by one estimate). Much of senior managers time is devoted to other high-prole tasks, like communicating inside and outside the organization, and solving operational problems. And not all leaders see it as their role to make strategy. Some, for example, believe that if they focus on bringing the right people into the organization, or on framing the right kinds of rules and values to help those people in their decisions, the strategy will essentially take care of itself.12 So the extent to which the command mode inuences strategic decision-making will depend upon the nature of the rm, and the personality of the leader. In a small or a young rm, it would be usual for the founding entrepreneurs to exert a dominant inuence on strategy, but this happens in larger rms as well. In H&M the inuence of the founder remained strong until his recent death. Sometimes, when a rm is drifting strategically, a new leader arrives who nds that he has to impose his strategic view in order to turn the organization around, as did Michael Eisner when he became CEO of the Walt Disney Company in 1984.13
Values The philosophical principles that the great majority of an organizations members hold in common.
2.2.3
The symbolic mode
We showed in Section 1.6.4 how the people in an organization come over time to share a set of core values. These values typically stem from, and are sustained by, the organizations
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founder and leaders, but may be much more widespread than this. In the symbolic mode of strategy-making, an organization possesses clear and compelling values that are so widely shared that they exert a major inuence over which strategies are adopted. The name symbolic mode derives from the important role played by the symbols of these values: the organizations vision and mission. Although the denitions of values, vision, and mission given here will be recognizable to most managers, the three concepts overlap, and different authors use conicting terminology. Americans James Collins and Jerry Porras, who are two of the most prolic writers in this area, use vision as an overall term that encompasses mission and values. You may also encounter other terms, such as strategic intent (for vision) and superordinate goals (for core values). Many organizations make great play of their mission and vision statements in their annual reports. Here are a sample:
Vision A description of what an organizations leaders aspire to achieve over the medium/long term, and of how it will feel to work in or with the organization once this has taken effect. Mission The set of goals and purposes that an organizations members and other major stakeholders agree that it exists to achieve. It is often expressed in a formal, public mission statement.
McDonalds
Vision for Diversity
Mission To leverage the unique talents, strengths and assets of our diversity in order to be the Worlds best quick service restaurant experience. Vision
In Section 8.3.2 we
discuss the importance of mission and vision to an organizations competitiveness.
Ensure that our employees, owner operators and suppliers reect and represent the diverse
populations McDonalds serves around the world.
Harness the multi-faced qualities of our diversityindividual and group differences among
our peopleas a combined, complementary force to run great restaurants.
Maximize investments in the quality of community life in the diverse markets we serve. Expanding the range of opportunities for all our peopleemployees, owner operators and
suppliersto freely invest human capital, ideas, energies, expertise and time.14
H&M
Fashion and quality at the best price. H&M also expand on their values throughout their public communications, for example in a 61-page corporate social responsibility report, and a 6-page code of conduct guide for its suppliers.15
EasyJet
Value airline and the new owner of Go, BAs former venture into the value airline sector. To provide our customers with safe, good value, point to point air services. To effect and to offer a consistent and reliable product and fares appealing to leisure and business markets on a range of European routes. To achieve this we will develop our people and establish lasting relationships with our suppliers.16
If an organizations mission, vision, and values are clear and inspiring, as is clearly the intention in the statements reproduced above, they will help drive the organization forward by giving employees a shared objective to which all can aspire. It also gives them a clear
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We look again at how shared values can act as barriers to change in Chapter 16.
reference point for their decisions, both short term and long term. This helps to avoid unnecessary costs that might arise if objectives were constantly being renegotiated or if policies on products, service levels, customers, and markets were continually being altered. This means that formal, written strategies become less necessarythe organization progresses more or less spontaneously. And the organizations values in respect of ethics and social responsibility (issues to which we return in Section 2.7) will strongly inuence the extent to which employees act with honesty and compassion when carrying out their work written rules and procedures are not sufcient to ensure this.17 Many writers suggest that a strong sense of mission and corporate purpose is important for an organizations success.18 However, if a rm develops a very strong sense of purpose, it paradoxically may risk blinding itself to opportunities that are outside this remit.
2.2.4
The transactive mode
If the rational and command modes emphasized deliberate strategy-making, this and the next mode are very much about emergent strategy. In the transactive mode, the organization is feeling its way forward, trying out different strategies to nd out what works best for it in its particular environment, a process that has been described as logical incrementalism.19 This mode of strategy-making depends crucially on input from lower-level and middle managers.20 They feed detailed technological and market knowledge into the strategy process, and inuence top managers strategic thinking by making them aware of issues that operational staff think are important. They also use their inuence to promote proposals made by junior employees, perhaps to be adopted in a mainstream way when they are shown to work on a smaller scale. Strategies built this way are often the result of employees sharing ideas and practices among themselves, through the organizational and individual learning processes that we outlined in Section 1.4. Henry Mintzberg wrote a number of articles in the 1990s in which he suggested that strategies developed in this way were more likely to take root and succeed than those developed using rational planning processes. However, more recent research has suggested that organizations benet from using both modes: that planning leaves organizations better prepared to learn about their environment, and that learning, in turn, feeds back into better plans.21
2.2.5
The generative mode
We look at the
management of innovation in depth in Chapter 10.
In the transactive mode, strategic change comes about as the result of small, quite cautious moves. Strategy-making in the generative mode, on the other hand, is characterized by more substantial, innovative leaps that emerge spontaneously from all levels in the organization. For this mode to operate, the organization must have a culture and architecture that foster innovation and corporate entrepreneurship22individuals acting, on the organizations behalf, as though they were entrepreneurs working for themselves. This means that strategy-making in the generative mode has a deliberate as well as an emergent element. The deliberate part involves putting in place, and nurturing, the appropriate cultural norms and the control and reward systems, so that employees feel able to pursue projects on their own initiative and to take risks on the rms behalf without fearing punishment if those risks do not pay off. A number of authors, including Tom Peters and Robert Waterman, have suggested that this form of strategy-making is inherently superior to others, because of the degree of innovation that it stimulates.23 Some theorists believe that, given the right culture and architecture, organizations can become self-organizing,24 resulting in a constant ow of innovative
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competitive moves, while reducing the need for costly monitoring and control structures. However, even highly innovative rms eventually need to get down to the dull but important business of making and selling their innovative products in the most efcient manner. For this, strategy-making in one of the other modes may be more appropriate.
2.2.6 Muddling through mode

This mode of strategy-making, like the transactive mode, involves the organization feeling its way forward in small incremental steps, but here the driving force tends to be political manoeuvring by powerful individuals and groups, who may be pursuing their own aims rather than those of the organization. As we mentioned in Section 1.6.2, the use of power and inuence by stakeholders at all levels both inside and outside an organization is what allows strategies to emerge, so that this mode of strategy-making is commonly found alongside the others. Which ideas are adopted by the organization as a whole depends on whether the person initiating the idea has the power to make others buy into it and take it up. A persons power affects how many decisions they can take, or how much they can control a decision that someone else takes, and therefore how important they are to the strategy development processes in an organization. All stakeholders in an organization have some degree of power, but some have more power than others. Power often comes from factors such as the ability to do some critically important things better than other people can, or control of access to funds or other vital resources, but it is often very closely associated with authority. The most powerful people in most organizations tend to be the board of directors, the chief executive, and the senior management team. However some peopleperhaps those with strong personalities, or those who have been with the organization a long time, and have earned the respect of othershave inuence over their colleagues even though they may have little formal authority. Although power and politics are part of everyday life in most organizations, there are dangers if muddling through26 becomes the dominant mode of strategy-making. In such cases, strategies tend to persist unchanged for long periods, while powerholders squabble over the correct direction to take. Furthermore, the organization tends to look inwards, focusing on its own internal routines rather than the outside world, so it may lose touch with its environment; Real-life Application 2.2 provides an example.
Power The ability of one person to induce another to do something they would not otherwise do.25 Authority The formal hierarchical position to which society (the organization itself or the wider social environment) has allocated certain power elements. Inuence The ability to persuade someone to do something that they would not otherwise have done.
We look at power in more
Real-life Application 2.2 Strategizing in a British symphony
orchestra27
British orchestras operate in a climate of uncertain funding and changing public tastes in music. Fewer people go to concerts and those that do go are more likely to go to a pop concert than to hear classical music performed by a symphony orchestra, especially one that wants to experiment with less popular works. Since the invention of the CD, which needs replacing less often than tapes or vinyl records, sales of recorded classical music have fallen. One orchestra needed to address these issuesbut how? One of its funders, the Arts Council of England, had some thoughts on the matteras did its new principal conductor, a new chief executive, and the members of the orchestra. All that these groups really agreed on was that it needed a new artistic strategyand fast.
detail when we look at the management of change and strategy implementation in Chapters 16 and 17. Strategizing The processes of strategy development, and in particular the way in which the practices that make up organizational life contribute to them and their outcomes.
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A number of problems led to increasing despair at a lack of a coherent artistic policy or

market position. First, there was no-one with clear responsibility for developing a strategy in the orchestra. Should the (part-time) conductor be responsible for its artistic strategy, or the chief executive, or the artistic director (who was not the chief executive nor the conductor), or the fundersthe Arts Council, the orchestras members, or its audience? People simply passed the buck, deecting responsibility away from themselves and their own areas of accountability, and blaming others for the lack of progress. A second problem was that no-one agreed what was the root cause of the crisis. The people who selected music for the concerts complained that they did not have a commercially viable strategy in areas like ticket pricing. Those with commercial and nancial responsibilities attributed the organizations problems to an incoherent artistic product. As a result the orchestra struggled from one crisis to the next, managers left, and the orchestra failed to develop a sustainable artistic strategy, despite years of trying.
2.2.7
Externally dependent mode
Outside stakeholders, such as governments or trades unions, also frequently have a degree of power over an organization. In the externally dependent mode of strategy-making, this power is exerted, resulting in the imposed strategies we discussed in section 2.1.2. It is quite commonly found alongside other modes. Many public sector units, or organizations that receive a proportion of their income from public sources, such as the orchestra described in Real-life Application 2.2, are subject to the control of government agencies. Commercial organizations can also be limited in what they do, or may be forced to do things they would not otherwise have done. British Airways is constrained by UK and European legislation and by international treaties that dictate to some extent where it can y, as well as to what extent it can collaborate with other airlines. The externally dependent mode becomes particularly noticeable when the organizations environment is unstable or hostile, reducing its scope for strategic manoeuvre. Legislation on greenhouse gas emissions has forced some companies to restructure their manufacturing processes. Even competitors can sometimes inuence matters. British Airways has had to respond to the low-price strategies of no-frills competitors such as Ryanair, while Sony has needed to nd a response to competitors developments of TVs with LCD and plasma screens.
Worked Example 2.2 Assessing how strategy happens at BA, H&M, and Sony
Much of the very detailed examination of the processes of strategy development is not likely to be readily available within case studies or even within the publicly available literature on organizations such as their press releases or annual reports. Hence you may have to infer what the dominant mode of strategy development is in any setting from the limited data that you have available. Sometimes you do this through a process of triangulation28 nding one piece of evidence and bringing it together with another to make a judgement about what has happened. For example, British Airways mentions in its 2002 annual report a Future Size and Shape. It then comments on the progress of this programme in subsequent annual reports. It also uses the word plan regularly, for example to report that the planned withdrawal of the Concorde from its eet had actually happened. From these two pieces of evidence one can infer that there is a strong rational, planned, process of strategy development in BA. There is also considerable evidence of an externally-dependent mode. There are numerous press articles that discuss how BA, along with other airlines, is regulated, for example in terms of
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safety standards, landing and take-off slots, and who it can a good starting point. These are often based on interviews with
and cannot merge with.29 Proposals for a merger between BA and American Airlines, came to nothing because of tough conditions imposed by EU and US regulators.30 There have also been numerous discussions in the press about the effect that the unions have had on shaping BAs pension arrangements and working practices.31 There is indirect evidence of the command mode at BA. The two sections at the beginning of the annual reports in which both the chairman and chief executive outline their view of the companys performance and prospects indicate that they have a strong role to play. One tip is to look at who owns the shares of a company; if they are mostly in one name, there is a likelihood that that person will be exercising a considerable degree of control, although you will nd cases where a majority investor is content to take a passive role. If the symbolic mode is important in an organization, there will normally be a fair amount of evidence available, though you will need to weigh it carefully. Despite the fact that we have shown a number of mission and vision statements above, these are not necessarily the best indicators of an organizations core values. They are sometimes statements of aspirationsand in any case may be put out into the public domain by a chief executive who does not actually understand what the organizations core values are.32 So you need to look elsewhere. Press articles and books are key personnel, whose quotes and attitudes may well show what really matters. In H&Ms case, it is the company itself that describes how staff in established stores work alongside staff in new stores, particularly in new countries. This is a way of training people in necessary skills, but it is also a way of imparting core valueswhich H&M themselves say is a motive. From these various pieces of evidence one may infer that H&M is a company with a strong set of core values, and a focus on socially sensitive, symbolic, strategy development processes, a company in which meaning as well as action is important, and which shapes employees behaviour without formal instruction. Transactive and generative modes of strategy development are less apparent than other modes in both BA and H&M. For evidence on these modes, we turn to Sony, and the efforts that Ken Kutaragi, the driving force behind the PlayStation, one of the companys most successful products, had to put in to get the product off the ground, working for several years without ofcial backing.33 Whether this was a semi-deliberate, generative move that senior managers had put in place, and which allowed him the freedom to work autonomously, or whether it was the transactive action of a ercely independent engineering visionary34 is almost impossible to tell from the secondary data that we have available.
2.3 Where strategy happens

In the previous section we outlined the ways in which strategy happens. Now we will look at the different types of strategic decisions that can be takenaccording to which part of the organization they relate to. It is common to refer to three levels of strategy (Figure 2.2). As organizations grow and sometimes diversify, the levels at which strategic decisions are taken can multiply. When the rst airlines started operating in the early days of ying, many would have had a single plane, with a single person who might have been responsible for advertising the rms services, piloting the aeroplane, and possibly servicing it as well. However, as the number of destinations and passengers multiplied, and the technology became more complicated, the need arose for the different specialized functions that can be seen in most modern airlines: ticketing, reservations, and marketing staff to sell the services; specialist planners to schedule them; engineers to maintain them; aircrew to y them; purchasing staff to obtain the food needed in-ight; nance staff to keep control of costs; human resources specialists to make sure that appropriate staff are recruited and trained; IT specialists to run the computing services, etc. Often these individuals work together in the same functional department. For them, the strategic decisions that they take will be functional ones. But organizations also operate as businesses, where all the functions act together to achieve a particular objective. Such decisions relate to the types of customers that are served, or the geographical markets where the companys products are sold. These are businesslevel strategic decisions.
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ONE: CORE CONCEPTS
HQ Corporate strategy where to invest adding value by linking units Business strategy what we sell to whom competitive advantage Functional strategies R&D Figure 2.2 The three levels of strategy Marketing Service IT, etc. Business Unit 1 Business Unit 2 Business Unit 3
Over time, businesses often diversify into different areas; perhaps they develop a new type of product or move into a number of different geographical areas, each of which may have the need for a slightly different type of management. Sometimes these businesses are related to one another, sometimes they are not. Sometimes they are separate legal entities, sometimes not. But when an organization has a range of different types of business within its portfolio, its managers have to take decisions about how these businesses work together, and how many and what sort of businesses should be in its portfolio. These are corporatelevel strategic decisions.
2.3.1
Functional strategies
have an important inuence on the organizations value chain, which we discuss in Chapter 6.
Functional-level strategy
Each of an organizations individual functions will have its own functional strategy. For example, British Airways might have a marketing strategy to increase customer recognition of its Club World brand with specic targets to be achieved over the next two years, or to increase direct mail activity to certain market segments. A maintenance strategy might be to reduce the frequency of unplanned aircraft breakdowns, again with specic targets to be achieved in a given time period. Because functional strategies are not of particularly great magnitude, and are likely to be short-term, we do not discuss them in great detail in this book.
2.3.2
Business-level strategy
A modern airline such as British Airways has all the functions outlined in Section 2.3, and more. The crucial task of its managers is to knit these disparate groups of specialists together into a coherent whole that delivers an all-round service to its customers. The planes must be ready to y at the scheduled time, with motivated, helpful, and well-trained staff on board, serving palatable food in planes which are as full as possible of fare-paying passengers. A failure by any one function, however remote from the user, can lead to poor service and customer dissatisfaction: for example, an IT failure can lead to long check-in queues. This linking together of different activities to add value to users is the essence of businesslevel strategy. Business-level strategies relate to:
61
choosing which users an organization should serve and which services it should offer
them. They may decide to develop specialized outputs so as to focus on the needs of a small group or niche of customers. Alternatively, they may opt for less specialized products that serve a larger, mass market, hoping to gain economies of scale. They may choose to differentiate their products on the basis of a low price relative to competitors, or to offer levels of service or features that competing products do not have;
obtaining inputs through an effective supply chain and then utilizing the organizations
resources within a value chain that delivers those services effectively and reasonably efciently;
developing an architecture that enables information to ow into, out of and around the
organization, to allow the value chain to function effectively and the organization to learn and adapt. A supply chain is the way that the organization is congured to obtain the inputs it needs at the place and time that it needs them to operate efciently and effectively. For many organizations this requires close linkage with the value chain of key suppliers, often extending to the development of common computer systems that exchange information on the sales of specic products or ranges. For industries, such as retailing or manufacturing, obtaining supplies quickly and reliably can be an important source of competitive advantage. Contemporary theory places a lot of emphasis on business-level strategies, since they determine how well an organization competes in its chosen markets (they are sometimes referred to as competitive strategies). We cover them in some detail throughout the book, particularly in Chapters 4, 6, and 7.
We look at supply
chains and their part in an organizations value chain in more detail in Chapter 6.
2.3.3
Corporate-level strategy
We examine the issues
relating to growth and diversication in Chapter 5.
Many organizations diversify their activities as they grow. They gather a portfolio of more or less related businesses. Sony started off as a single business company which sold ricemakers, voltmeters, and other basic electronic products. It soon diversied into wireless, audio, and telecommunications equipment, and has since steadily increased in size and scope. It now has ve main business areas (electronics, games, music, pictures, and nancial services), and numerous subdivisions in each of these. A rm with a diverse portfolio of business units is referred to as a corporation, and it has an additional level of strategies that do not relate directly to serving users in individual markets. These corporate-level strategies, the uppermost level in Figure 2.2, relate mainly to establishing appropriate architectures, looking at which businesses to enter and exit, and managing relationships between them. Each of the businesses may be a signicant concern in its own right, pursuing its own business-level strategies. However, resources may be shared across a number of businesses, and there may be common elements in the different businesses architectures as a result of their common ownership. Not all organizations diversify to the extent that they have or need corporate-level strategies. Some very large rms, such as McDonalds, are essentially single businesses.
We examine the issues

relating to the management of diversied corporations in Chapter 9.
2.4 What makes for a good strategy

As we discussed in Chapter 1, organizations can have a number of reasons for existing and what types of strategy are chosen will depend on the organizations key stakeholders objectives. Nonetheless, there are three tests that we believe can be applied to most strategies.
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ONE: CORE CONCEPTS
These are whether they t the environment in which the organization nds itself, so that they correspond to the survival factors in that environment. They should also allow the organization to be distinctiveto provide something different that customers will want to buy, or to function more efciently than its competitors. They should also ensure that the organization is able to survive and thrive over the long termthey should be sustainable. We will return to these concepts in more detail in Chapters 410.
2.4.1
The analysis of t and
survival and success factors in an industry is developed in more detail in Chapter 3. The idea of t between strategy and structure is also discussed in Section 8.1, and the concept of coherence in strategy is reviewed in Chapter 12.
Fit
The concept of t actually has two elements. The rst of these relates to t with the environment. Different environments have different characteristics: some, for example, are fasterchanging than others, or more vulnerable to government interference. A rms strategy must be compatible with that environment. H&Ms customers expect a new look at least twice a year, and its strategy necessarily involves making sure that it is constantly alert to changes in taste. Sonys world changes as quickly as H&Ms, but for different reasons: new technologies are constantly emerging. If Sony is to avoid being driven out of business by Matsushita or Samsung, it has to have a strategy which enables it quickly to incorporate those technologies into new, desirable productsand perhaps to invent some technologies for itself. BAs world changes more slowly in some ways: people do not expect to see a new type of aircraft or airline seat every time they y, although their willingness or ability to y is dependent on changing economic circumstances or perceptions of how safe air travel is. But BAs business is very sensitive to governmental policies on safety, and to inter-governmental agreements that set down, for example, which US airlines are allowed to y to Heathrow, whether other European airlines are allowed to compete in the UK market (they are), and whether BA and other European airlines are allowed to carry passengers internally within the worlds largest airline market, the US (they are not). So it makes sense for BAs strategy to involve building strong links with the UK, EU, and US authorities, and to lobby them strongly and constantly. For a rm like H&M to match BAs effort in this area would be largely a waste of time and resources. So a rms strategy must be adapted tomust tthe context in which it nds itself. But it must also be internally consistent. Every one of the many products sold under the Sony brand must be of a standard that matches the companys carefully nurtured reputationit cannot sell unreliable and outdated televisions or mobile phones at the same time as it prides itself on producing innovative laptops. In fact, Sony makes a point of ensuring not just that these products are built to similarly high standards, but that they work together as well. But this need for consistency extends to its other ventures, such as the nancial services it sells in Japanit should not launch any product that might damage its brand values. There is another dimension to internal consistency, or t: the need for the organizations architecture to match its strategy. Research35 has shown that rms that are successful over a sustained period of time link three decisions in a coherent way:
the marketing decision about which products to sell in which marketswhat we have
called competitive stance;
the manufacturing decisionbroadly equivalent to the choice of value chain; the administrative decisionbroadly equivalent to what we have called architecture.
For example, if, like H&M or Sony, you are trying to foster creativity or innovation, then you must create an atmosphere in which creative people feel at home. You cannot burden them with too many bureaucratic procedures, for example. On the other hand, for McDonalds,
63
whose strategy emphasizes efciency and value for money, tight cost controls and strict procedures for preparing and serving food are essential.
2.4.2
Distinctiveness
It is not enough for an organizations strategy just to t the environment and to be internally consistent, however, if it is to stand any chance of success or long-term survival. Our second vital test of whether a strategy is a good one is whether it gives the organization something different from its competitors. Having a distinctive position in the market-place allows a rm to develop an identity that customers can notice, and which will save them time and money when looking for products. The whole of the theory of brands is based on this notion of distinctiveness. Choosing specic market segments to focus on, or levels of technology to build into products, also allows an organization to become specialized in fullling the needs of its chosen customer groups. So distinctiveness relates to the parts of the strategy that the organizations customers can seeits competitive stance. But distinctiveness can also be hiddenin the conguration of its value chain and in the way that a rm brings its divisions or external partners together. Being distinctive in how it organizes itself can allow a rm to be more efcient or effective at what it does, and because these elements are often hidden from competitors, they may not be able to imitate it and appropriate any good ideas for themselves. A well-congured organization can lead to a number of benets:
Position The choices that an organization makes about the price and quality levels of its products and services, as well as the ways and places in which they are sold. Competitive stance The visible aspects of a strategy that customers and users see when dealing with an organization. It comprises the organizations chosen markets, products, and services, and their positioning.
It can allow an organization to reduce its costs, for example by reducing the amount of
stock it holds. This enables it to reduce prices, or keep the same prices and enhance prot margins.
We look at
distinctiveness factors, notably competitive stance, corporate scope, and value chain conguration, in more detail in Chapters 46.
It allows an organization to get its products to its customers where and when they want
them.
It enhances exibility in sourcing its raw materials from suppliers. It can help an organization to develop innovative technologies by bringing together
different types of knowledge both from within the organization and from other rms outside. In the end, all the different ways in which organizations can be distinctive boil down to two things: they may make an organization more efcient, so that it gains cost advantage and/or they give its products or services a degree of differentiation in the market-place. These are two fundamental concepts in the understanding of competitive success and failure. There is a widely publicized theory that organizations must choose between cost and differentiation advantagethat if they do not opt for one or the other, they risk being stuck in the middle.36 However, empirical studies37 have shown that successful rms can, and in fact do, mix the two. An important combined test of t and distinctiveness lies in the rms performance. A strategy may look plausibleif it did not, the rms management would not consider itbut unless it is leading to good performanceabove all, a good return on capital employed then either t or distinctiveness is lacking.
We return to
differentiation and cost advantage in more depth in Chapter 4.
We look at the
measurement of strategic performance in Chapter 11.
2.4.3
Sustainability
Cost and differentiation advantage only explain how an organization can achieve competitive advantage at one moment in time. The third, and toughest, test of a good strategy is
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ONE: CORE CONCEPTS
Business model The combination of competitive stance, value chain, and administrative structure (architecture) of an organization.
whether it leads to the organization developing the attributes that will allow it to survive and thrive over the long term. The four companies that we have used as our examples have all passed this testeach has a history that reaches back for 40 years or more. But the average life-span of a commercial rm is less than 30 years.38 And each of our companies could point to competitors (see Real-life Application 2.3 and What Can Go Wrong 2.1) that ourished as a signicant force in the industry, only to be undone, either by their own internal problems, by having an inappropriate business model, or by changes in their environment. We discuss in more detail some of the reasons why strategies can go wrong in Section 2.7 below.
Real-life Application 2.3 Problems at SAS

For much of the 1980s, the Scandinavian Airline System (SAS) was seen as a model for its competitors to follow, winning praise for its customer service. Along with BA, it was a pioneer in putting the customer rst, rather than being driven by the engineering side of the business. It did so by giving a great deal of autonomy to its staff, empowering them to respond to customer needs. This made it a much-cited story of how to turn around an unprotable business, and Jan Carlzon, the chief executive who presided over it, became a much-admired leader.39 Carlzon based his strategy on a vision of SAS as one of only ve survivors in the European airline industry by 1995, expanding his rms interest in the hotels business and pursuing alliances with other airlines, in Europe and elsewhere, in which SAS took equity stakes.40 However, this strategy encountered a number of obstacles. In 1990, US airline Continental Airlines, sought protection from its creditors in the USA. SAS had to write off most of its $100m equity stake in that rm, although Continental continued to operate, and to feed passengers on to SASs network.41 In 1992, it wrote off a further $300m when it sold its stake in Intercontinental Hotels to Saison, its Japanese joint-venture partner.42 These setbacks came at a time when the airline industry was experiencing problems as a result of increases in fuel prices and a recession that hit demand for air travel. Although SAS did better than many of its competitors in sustaining demand, it still made losses for three years at the beginning of the 1990s.43 In 1990, after negotiations with the unions in Sweden, Denmark, and Norway, Carlzon initiated moves designed to reduce costs, but according to local analysts, by 1993, when he left the company, these had not been fully implemented.44 When negotiations on Alcazar, a merger of SAS, KLM, Swissair, and Austrian Airlinesto which Carlzon had devoted much attention when at SAS, and which he left to head collapsed in November 1993,45 it was unclear what SASs next move would be. In the event, the cost cuts, combined with a resurgence in demand, were sufcient to return SAS to protability in 1994.46 It remained protable until 2001, when a combination of falling global demand and unexpectedly fast penetration of the Scandinavian market by low-cost airlines led to further losses.47 The business-class market, which Carlzon had made an SAS stronghold, was particularly hard hit.48 In a 2004 interview, the companys president, Anders Lindegaard, said: Nothing had really happened for the last 10, 15 years. . . . If you are a monopoly, you dont need to. But we were caught in a terrible situation of yields going down and volumes falling, and not being able to do anything about it. . . . We simply didnt realise how rapidly budget operations would happen in Scandinavia.49 SAS fought back. Its own low-cost airline, Snowake, was launched in 2003 but then withdrawn after further customer research; the airline now offers no-frills service to the lowest-fare passengers in the economy-class cabins of its regular ights.50 Turnaround 2005, a renewed cost reduction programme, was also instrumental in returning SAS to protability in 2005.51
Creative Strategizing 2.1

Imagine you were a senior manager in SAS when problems are just becoming apparent. What would you do to try to prevent the continuing decline of the company. Think of as many possible reasons for the decline as you can. Prioritize these in terms of a) the scale of the problem and b) the likely difculties in redressing it. Now try to think of how you might start to tackle the most important issues. (Incidentally, we examine the management of change in Chapter 16 and turnarounds in Chapter 17.)
65
A strong reputation is one example of an asset that is likely to deliver advantage over a long period. And the ability constantly to develop new products or ways of workingto be innovativeis another, which in industries such as biotechnology and pharmaceuticals is critical to a rms success. Some innovative rms, like Sony, periodically come up with new, blockbuster innovations, while in other cases innovation shows up as consistent small improvements that keep the organization just that little bit ahead of its competitors. Both reputations and innovation capabilities are examples of what are known as strategic resources. Others include competences and capabilities that allow the rm to develop new areas and perceive new opportunities. Strong reputations depend upon an organization possessing the routines and knowledge that enable it to deliver good products or service, time after time. Similarly, sustained innovation and other strategic resources come back to the organization has possessing the right routines and knowledge, and using them effectively day after day. This means that in the end, many aspects of sustainable advantage can be traced back to the way it operates as a social system. In particular:
We look at sustainability
factors, notably culture, architecture, organizational learning, knowledge management, and strategic resources, in more detail in Chapters 710.
its culture. The particular habits and ways of interacting that a social system develops
over time are unique. So any capabilities or knowledge that depend particularly on these social interactions are likely to be difcult to copy. Alternatively, sustainable advantage may come from a culture in which people are motivated to make extra effort, giving their rm lasting superiority in areas like customer service or innovation;
its architecture. By helping people communicate and share knowledgeand therefore

learn from one anotherarchitecture can foster knowledge assets that can give enduring advantage.
2.5 The management of risk, trade-offs,
commitment, and paradox

Practising managers face many sources of uncertainty in their strategic decisions. They are trying to make decisions that enable their organizations to cope with an uncertain environment and the unpredictable reactions of human beings inside their organization. And they have to face the near certainty that they will be wrong, at least some of the time. Successful organizations therefore need some way of addressing risk. There is an important difference between managing risk and avoiding it. In the 1960s, several rms developed corporate-level strategies that were aimed at diversifying away their risk. They deliberately bought businesses that they thought would generate high prots in economic circumstances that would reduce returns from their core businesses. This strategy was intended to let the corporation generate stable, high returns from its portfolio. These risk-avoidance strategies were rarely successful. They were based on earlier strategic theories that tended to overestimate the ability of managers to add value to unrelated businesses, and to underestimate the costs of diversication. These strategies also overlooked the economic relationship between risk and rewardby diminishing their exposure to risk, these rms also reduced the probability of their making exceptionally high returns. Risk management strategies, by contrast, involve acquiring a detailed knowledge of the risks involved in a range of businesses. Managers then try to ensure that the rm has sufcient cash and other resources to remain viable when the environment is unfavourable, and that it can make exceptional prots in favourable circumstances.
We analyse the costs of

diversication in Section 5.2.
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ONE: CORE CONCEPTS
One factor that distinguishes successful risk management from risk avoidance is making the right strategic commitments. The right level of strategic commitment, and the degree of diversication of risk that is appropriate, will vary across different rms in different industries. Strategic decisions involve commitment in the following ways:52
They lock in resources so that they cannot easily be redeployed. For example, when
rms decide to launch a new generation of products or introduce new technologies, they will commit cash, expertise, and management time. They may need to build new, specialized research and production facilities. If the original product or technology concept is wrong, then this time and money is likely to have been wasted (although there may occasionally be protable spin-offs from the research activity) and another rm will take the market. This kind of commitment can be seen in its most extreme form in rms like Intel, the microprocessor manufacturer, or Boeing, the aircraft maker. In both cases, the investment required for a new generation of products is so large that a product failure might bankrupt the rmyet if they do not make the investment, rivals are likely to emerge to threaten their position.
They lock out alternative opportunities. A decision not to do somethingto pull back
from an investment, or to exit from an industryis as strategic as a decision to go ahead. For example, automobile rms that had not entered the Chinese market by 1997 knew that they would not be able to do so for the foreseeable future. The Chinese government had already announced that no new entrants would be permitted after that time, and Chinese culture tends to favour people and organizations that are prepared to build relationships over a long period. Although China represents a vast potential market for cars, rms are nding it difcult to operate there at present. It is quite possible that a decision to stay out of the market there is correctbut it is certain that it is irrevocable.
They commit resources to changing the organization. This may involve cash spent on
training and consultancy, management time spent developing and implementing change programmes, and staking the organizations reputation with customers and employees on getting the change right. If the change fails, the cash and time will have been wasted and the rms reputation damaged. Here we see a paradox. On the one hand exibilitythe avoidance of premature commitmentscan be valuable in reducing risk, and authors such as Hamel and Prahalad (1994) advocate a phased approach to investment in key capabilities and technologies. On the other hand, some form of commitment is essential to a viable strategy (Real-life Application 2.4 and Table 2.2). There are two main reasons for this:
Without commitment of time, cash, or other resources, it is impossible for an

organization to do anything that cannot easily and quickly be copied by a competitor. Strategies that are simple to copy afford no prospect of lasting advantage.
We discuss competitive
signalling and strategic collaborations in Section 3.5.6.
Commitment sends important messages to stakeholders. It tells customers, employees,

and host governments that the organization is committed to a long-term presence. It tells competitors that the rm will not easily be brushed aside, or that it is intent upon taking a major slice of a market. Simulations show that sometimes, by signalling intent in this way, a rm may persuade less committed competitors to withdraw from a sector. Many theorists, most notably Michael Porter,53 believe that in order to arrive at a sustainable competitive position an organization has to make trade-offs. It must decide which users it wishes to focus its efforts upon, and set up all its systems and processes, and its structure to deliver the services that those users desire, in the way that they want to receive it.
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The organization may have to decide that it cannot serve users whose needs are different from those of its core customers, or that it will only take them on its own termsat a premium price, or by making them wait longer for service than the primary clients. This tailoring of organizational resources and value chains is a form of commitment. Sometimes it may be possible for a rm to straddle a number of customer groups, using the same resources to serve them all. But it must be very careful, in trying to satisfy everyone, that it does not end up diluting its service to its core customers and satisfying no one.
Real-life Application 2.4 Trade-offs and commitment in
airliner manufacture
Boeing and Airbus have both committed enormous quantities of resources to the development of major new aircraft. Both have been in anticipation of changes to the airline industry. But there are profound differences in how they see the future developing. Airbus has invested in a super-jumbo, the A380, which will carry 555 passengers. It anticipates that air travel will continue to expand, but that airlines in future will be constrained by limited landing slots at key international airport hubs, which will themselves become fewer and more concentrated in location. It offers its customers a way of dealing with this problem, by allowing them to process the same number of passengers with fewer landing slots. Boeing, on the other hand, does not see the future in quite the same way. It has committed its resources to the development of smaller mid-sized, fuel-efcient aircraft such as the 200250 passenger 787 Dreamliner, which is expected to be launched in 2008. Boeing hopes to exploit what it believes will be a fragmentation of airline markets. It envisages that increasing numbers of passengers will choose direct, non-stop journeys with frequent ights, rather than being channelled to their nal destinations via huge inter-connecting hubs. Each rm originally opted for a trade-off, reserving its major commitments to its chosen strategy, while looking for low-commitment ways of providing a rival aircraft in the other segment. Boeing is proposing a stretched version of its existing jumbo aircraft, the 747.54 Airbuss original idea for the A350, its proposed competitor to the 787, was very similar to the existing A330,55 but it has since announced a more substantially redesigned aircraft, the A350XWB, that will match the Boeings key features more closely.56 Airbus is nding it challenging to manage these different commitments. The A380 has suffered delays57 and the A350 will not enter service before 2010.58 The A340, a slightly larger plane than the A350, is attracting many fewer orders than the rival Boeing 777, but it is not clear if Airbus has the resources to upgrade it; the A350XWB will partially address this issue.59
Not all theorists accept Porters ideas about trade-offs,60 and even where they do exist, advances in technology and theory may enable organizations to nd ways around them. For example, for at least fty years people believed that there was a trade-off between production costs and number of defects. Improvements in product quality were thought to require more elaborate and expensive production and quality control procedures. However, the total quality movement established that it was often possible to have both highly reliable production processes and low production costs. The savings from not having to nd and rectify faulty output more than paid for any extra costs associated with the newer manufacturing procedures. Similarly, some authors61 now believe that the trade-off described in Table 2.2 between global operations and local cultural sensitivity is similarly a false onethat it is possible for transnational corporations to get the best of both worlds.
Transnational strategies
are discussed in Chapter 5.
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ONE: CORE CONCEPTS
Table 2.2 Common trade-offs and paradoxes

Trade-off Flexibility versus commitment Diversication versus focus On the one hand . . . Premature commitment can waste resources. Prolonged commitment can lock resources into unproductive areas. Flexibility helps diminish risk Too much reliance on one set of customers and markets can render an organization vulnerable to their whims Small efciency gains can be the difference between success and failure in highly competitive industries. Innovation can give world-beating products, or big-step gains in customer service or efciency Rigid controls can lead to slow, expensive decision-making. Empowerment can improve innovation and customer responsiveness Unied global products, brands and management can generate economies of scale and learning . . . but on the other hand Failure to commit sufcient resources early enough may lead to markets being lost to more adventurous or committed players Too wide a spread can leave each constituent business vulnerable to more focused competitors If a rm commits too much time and attention to rening its core competences, it may overlook changes in the environment that make them worthless. But if it commits all its attention to innovation, it may never become efcient enough at anything to make money from its new developments Lax controls can lead to agency problems or to maverick entrepreneurial behaviour that undermines corporate image Products designed to be acceptable in every country may end up being second best everywhere. Global managers may overlook the needs of local employees and customers
Efciency versus innovation1
Control versus empowerment
Globalization versus local responsiveness
1 In the literature, this trade-off is more commonly referred to as exploitation versus exploration (March, 1991). We look at it in greater depth in Chapter 6
2.6 For whom strategy happens

In Sections 1.1.4 and 1.6.1 we introduced you to the relationship between strategies and stakeholders objectives, and summarized the different kinds of stakeholder. In this section, we look at the different kinds of objective that drive particular stakeholder groups. We explore the extent to which different stakeholder groups should be, and are, taken into consideration during the strategy process. We examine the extent to which rms do, and should, take matters other than prot into account in their decision-making. And nally, we review current trends in the ways in which rms are governed to avoid unethical or even criminal behaviour.
2.6.1
Different stakeholders and their objectives
In many rms, the ownersshareholders for exampleare not the people who work in them, or who are dependent on them, or who are affected by them in other ways. As we summarize in Table 2.3, the internal stakeholders who work in a rm, and some external stakeholders, may have very different objectives from the owners.
Main stakeholders
Privately owned rms make up a large proportion of employment in most countries of the world (of the 2 million registered companies in the UK in 2004, for example, only 12,000
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Table 2.3 Different stakeholder objectives

Stakeholder Private owners Typical nancial objectives Possible other objectives
High personal salaries and/or Build a monument to personal share dividends achievement Fringe benets and pensions Ensure employment for extended family Create employment for local people
External shareholding institutions
Dividends and share price growth (driven by prots) Eventual exit through sale of shares
Retain reputation with investors, so avoid ethical dilemmas or bad publicity
Private funding bodies Governments and regulatory bodies
Interest payments and recovery of principal Tax revenues Minimize cost to taxpayer
Increase personal power and inuence
Ensure employment for local people Enhance quality of life: low pollution efcient and effective infrastructure transport, energy, telecommunications, water, education, culture
Senior management
High personal salaries and/or Be recognized and esteemed by peer share dividends group (perhaps leading to lucrative outside appointments) Fringe benets and pensions Personal power and inuence Security of employment
Junior employees
Secure, growing income
Security of employment Health and safety Promotion Feel valued by employers and colleagues
Unions
Large body of fee-paying members
Health, safety, and security of employment for members Increasing income for members Personal power and inuence
were PLCsless than 1 per cent, and this ignores the large numbers of rms that are not registered companies). Their owners often have particular personal objectives and values wealth, fame, ethical standards, the welfare of their native regionthat play a signicant role in the rms strategy. In addition to the owners, internal stakeholders such as employees, managers, and directors, have an interest in what the rm does, and have an inuence on the choice of strategy. However, the only stakeholders that have the power to enforce major changes in management or strategy, or to close down an organization, fall into three main categories: shareholding institutions and stock markets; government and regulatory bodies; major funding bodies. Shareholding institutions have particular signicance in Anglo-Saxon economies and a growing inuence in continental Europe and Japan. Pension funds and insurance companies own the vast majority of all traded equities in those economies, and they employ specialist fund managers who select the shares for them. Companies like McDonalds and British Airways that are quoted on the UK and US stock markets often invest considerable
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ONE: CORE CONCEPTS
time and effort in keeping these stakeholders informed and happy. Most such outside shareholders hold shares as nancial investments, and are required to generate a return on these investments. They therefore tend to look above all for steadily increasing prots and share prices, and also in some cases for a steady ow of dividends. Governments, legislators and regulators, such as the UKs Charities Commission and Strategic Rail Authority, or the Food and Drug Administration (FDA) and the Securities & Exchange Commission in the USA, are relevant to both public sector organizations, where they are likely to be the controlling stakeholders, and commercial rms, where they may also be hugely inuential. In some parts of the world, such as the UK, regulators have a particularly strong role in rms that are now privatized but were previously in the public sector. In such cases, it has been government practice to set up regulators to ensure that rms do not abuse local monopoly positions. Major funding bodies requirements are most often relevant to the public sector or nonprot organizations, which rely on them for sponsorship or revenue. These types of stakeholders include large private or corporate donors as well as semi-autonomous government bodies, termed quangos in the UK, which are set up specically to fund and manage certain kinds of organization. For example, the UK governments Arts Council funds many different sorts of arts activities such as theatre groups or opera companies, and as a condition of funding requires them to do certain things. A theatre company may be required to put on a certain minimum number of productions, to make a certain number of tickets available at prices affordable by people with low incomes, or to arrange sessions in local schools to help to give young people an interest in live theatre. Such organizations are also likely to seek and receive funding from other sources, such as private donors, who may have their own (potentially conicting) objectives.
Main types of stakeholder objective

As Table 2.3 shows, almost every stakeholder has, alongside nancial objectives, nonnancial ones that relate to their individual needs and ambitions. Organizations survive and grow by attracting resources, such as people, raw materials, and money. The external stakeholders that control those resources, and the internal stakeholders that control access to them, have, if they choose to exercise it, a great deal of power within organizations and inuence on its strategy. In order for the organization to gain those resources, stakeholders must perceive it as a legitimate body to work with. If an organization is not seen as legitimate, then suppliers and customers will hesitate to do business with it, people may be reluctant to work for it, and nancial institutions may decide that it is too risky to lend money to. If government bodies doubt its legitimacy, they may burden it with costly extra inspections or reporting requirements. This means that many things that organizations do are directed towards achieving legitimacy with key stakeholders. But legitimacy cuts both waysit is used by stakeholders to assess the organization but is also used by managers to evaluate which stakeholders they should give priority to. The process of winning legitimacy is known as legitimation. Legitimacy takes three main forms. Moral legitimacy comes from doing, or appearing to do, the right thing to enhance social welfare. Organizations that make much of their ethical standards, or the way in which they treat their employees or minimize pollution, are trying to win moral legitimacy which does not necessarily mean that they do not sincerely believe in what they are doing. However, as we discuss later in this chapter, there is a considerable debate about how far down the path of Corporate Social Responsibility an organization should go to win moral legitimacy. Pragmatic legitimacy comes when an organization provides some benet to those that have a relationship with it, even though in other circumstances there is unlikely to be a
Legitimacy [A] generalized perception or assumption that the actions of an entity are desirable, proper or appropriate within some socially constructed system of norms, values, beliefs and denitions (Suchman, 1995: 574).
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relationship. Even if you were vehemently opposed to European unity, you might still try to have a good working relationship with the European Commission, which has a great deal of inuence over business regulations in Europe and, because of its power to veto mergers and acquisitions with a European dimension, world wide. The Commission has pragmatic legitimacy, even in the eyes of people who doubt its legitimacy on other fronts. To achieve cognitive legitimacy, organizations or people must t in by acting in the ways that people expect from respectable members of society. Most people like to be accepted, or better still respected, by those around them, because it makes everyday life easier and more pleasant. It may also help in getting promoted, nding a better job, or becoming a member of an exclusive sports club. When you wear smart clothes to a job interview, even if you normally wear, and work better in, scruffy jeans, then you are looking for cognitive legitimacy in the eyes of your future employer. Firms expect their suppliers to observe laws and norms on health and safety, and suppliers expect to see some signs of creditworthiness before agreeing to take the rm on as a customer. This does not mean you must never challenge the beliefs and assumptions of the social system in which you are operatingbut you need to be aware that, in doing so, you may create a credibility problem that you have to work hard to overcome. People often nd that, if the organization they work for is successful or prestigious, some of the glory will rub off on them, so that their social and family life will benet. This gives them a motive for acting in ways that will bring legitimacy to their employer. Sometimes, however, considerations of personal legitimacy may override the interests of the rm. Cognitive and moral legitimacy depend greatly, of course, on the society where the organization or person lives, or is trying to do business. In some countries, certain amounts of tax evasion, bribery, or nepotism (hiring friends and relatives even though there may be better people for the job) are regarded as normal things that help keep the wheels of commerce turning. In others, these practices are not tolerated, even in small doses. Expectations and norms also vary from industry to industry. There are two reasons why the pursuit of legitimacy as an end in itself may be problematic or controversial. One is that it may tempt managers to follow the herd and put in place fashionable practices, or hire fashionable advisers, without calculating the costs and benets carefully enough, or think through whether the benets are actually achievable for their rm. Some rms have quality management systems because they believe that quality is important to being competitive, and some because they believe that it is morally wrong to put imperfect products on the market. But others do so because government or other customers have made it clear that they expect them, or perhaps even because all their friends in prestigious rms have systems of that kind. Some theorists believe that a number of management fads, such as total quality management, have spread this way.62 The second reason is that at some stage a trade-off is reached between legitimacy and protability, at least in the short term. A corporate social responsibility (CSR) programme to help unemployed people in the area, for example, may win moral legitimacy but prove expensive. There is a considerable debate about how much an organization should commit to CSR; we go into this in more depth later in the chapter.
2.6.2
Which stakeholders are important
The debate over CSR is strongly rooted in a debate over who an organization really belongs to. Is it the property of the shareholders, or is it managed for the benet of the society in which it is based? This summarizes two different philosophies of the rm: shareholder value and stakeholder capitalism.
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Shareholder value Shareholder value theory states that organizations belong to their shareholders, whose interests supersede those of any other stakeholders, and that it is the managers duty to maximize the rms economic value.
ONE: CORE CONCEPTS
a. Shareholder value
In Anglo-Saxon cultures, great importance is attached to the idea that the shareholders are the owners, or principals of the company, so that their interests take precedence over those of other stakeholders.53 This implies that the agents (managers and staff ) that they employ to run the rm on their behalf should manage it solely to increase shareholder value. The measure of whether they are performing this duty is the rms stock market value, which is held to express the net present value of the rms resources and all prots likely to ow from them, resulting in a capital gain as the share price rises. Firms may also choose to issue dividends if they believe that their own ability to generate returns from this money is less than the shareholder could obtain from investing it elsewhere. Increases in shareholder value are measured on the basis of increases in share price plus dividends paid in a particular period. Focusing on shareholder value has its detractors, however. James Collins and Jerry Porras64 compared a portfolio of 18 visionary rms, and compared their performance from 1926 to 1990 against a matched set of 18 companies that claimed to maximize shareholder value and another group of normal public corporations. The visionary rms appreciated over six times more than the shareholder value claiming rms, and 15 times more than the normal rms. Their conclusion was that shareholder-value methods do not maximize shareholder value. One reason for this is that it has proved difcult to nd a good measure of shareholder value. An earlier, crude indicator, earnings per share, has fallen out of fashion in the light of evidence that it can lead to poor management decisions, but alternatives, such as economic value added, have also proved controversial and difcult to calculate.
We examine the different

methods of measuring shareholder value in Theoretical Debate 11.1.
b. Stakeholder capitalism
Criticisms of the shareholder value philosophy are reected in an alternative body of thinking that regards it as oversimplied, and holds that corporate decision-making should take account of other shareholders. It emerged from the Stanford Research Institute in the 1960s, and was popularized by Edward Freeman,65 who also coined the denition of a stakeholder that we and most other writers use. In practice, this alternative philosophy, stakeholder capitalism, is most deeply embedded in Japan and continental European countries, notably France and Germany. All these countries were devastated by the Second World War, and their people needed to marshal a huge effort to rebuild their economies. They came to adopt a version of capitalism in which rms assumed partial responsibility for the welfare of their workers and local communities, and the supremacy of the equity shareholder is regarded as less obvious.66 Long-term bank lending plays a greater role in the rms capital than is usual in the UK or the USA, and the bank is an inuential stakeholder with board representation. In countries such as France or Germany, the culture and the legal system give more weight to the interests of employees and communities than to those of shareholders. Workers representatives are entitled to participate in key decisions, and local and national governments often have considerable inuence on decisions like plant openings and closures. Shareholders in these countries seemed content to live with lower returns on their investment than they might have obtained in, say, the United States. Firms instead spent money on salaries for employees they did not always need, and on government taxes that funded a comprehensive social welfare system. This gave individuals some kind of guarantee of personal securitythey would not usually lose their jobs, and if they did, they would still not live in poverty. This guarantee helped motivate them for the task of economic reconstruction. Over the four decades following the Second World War, the Japanese, German, and French economies grew much faster than those of the UK or the USA, and gave rise to
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innovative and highly competitive companies such as Toyota, Sony, Daimler, and Alcatel. Proponents of this model of capitalism also point to the lower crime rates and higher degree of social cohesion in these countries. More recently, however, economic growth in these countries has slowed and unemployment has risen sharply. This has led some of their business leaders and politicians to question whether the rms social obligations have become too burdensome, raising their costs and slowing their adjustment to change in the competitive environment. There is some evidence that they are now gradually moving towards the Anglo-Saxon shareholder value model.67 Meanwhile, customers and consumers have, for their part, suddenly found that they have considerable power to inuence the decisions made by organizations, even those that espouse shareholder value. In 1999, a Europe-wide consumer revolt against genetically modied (GM) foodstuffs resulted in many retailers and fast-food chains committing themselves to phase out food items containing GM ingredients.68 The European Union put a moratorium on the approval of new GM crops that was only lifted in 2004.69 Monsanto, the market leader in GM technology, modied its marketing of GM produce and brought in a new CEO, less evangelical in his approach than his predecessor.70 Lending institutions and pension fundholders in their turn are reecting consumers ethical concerns in their lending and investment policies towards companies.
c. The principal-agent problem

A further problem that has emerged with shareholder value is that managers who espouse it have not always acted in external shareholders long-term interests. These can be viewed as managers putting their personal needs for wealth, power, or legitimacy above those of other stakeholders, and are instances of what we referred to in Section 1.3.3 as the principalagent problem. There is a danger that in public companies, chief executives and other board members may be able to prot from the rm at the expense of shareholders and other stakeholders. In the UK recently, and previously in the USA, there has been controversy because senior executive remuneration has been increasing much faster than general salary levels, and often bears no relationship to prots or share prices.71 US directors have also been criticized for putting in place poison pillslegal devices to protect their rms from hostile takeover bidsand golden parachutesprovisions to give them large payments if their rms are taken over. Many theorists believe that these provisions work against the interests of shareholders, by protecting managers from the consequences of poor decisions, though some recent studies cast doubt upon this.72 In the UK, this led to the Greenbury Report, which investigated the level and structure of remuneration schemes for senior executives of public companies and recommended that directors pay should be disclosed in annual reports and set by independent committees. Other remedies designed to improve corporate governance were implemented at the same time and are discussed in Section 2.7.2b. Some other practices have been recommended to help marry the objectives of organizational managers and shareholders. One of the best known is the paying of executives in the form of share options rather than in the form of a salary. In this way, it is thought, they will be encouraged to achieve the highest levels of shareholder value, rather than taking payment in the form of high levels of perks or wagesmoney which is taken off the bottom line and never nds its ways to shareholders. However, share options eventually have to be paid for through the issuing of shares, diluting other shareholders own holdings. There have been examples of executives attempting articially to boost share prices through buying back their companys own equity with borrowed money, in order to increase the value of their share options in the short term (see Section 2.7 below).
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We return to the issues of
shareholder value and the role of reward systems in shaping strategic behaviour in Chapters 8 and 12 respectively.
ONE: CORE CONCEPTS
Principalagent problems are not unique to the societies that have espoused shareholder value. Some observers believe, for example, that the German system has led to complacent directors whose conservative policies and high remuneration are rarely questioned by the union representatives on the board, and who in return have been generous in the pay and benets offered to union members.
We look at mergers and

acquisitions in Chapter 17.
d. Which stakeholders are given priority in practice

So far, our discussion of stakeholder importance has focused at the level of the society in which the organization is located. For managers, however, life is always more complicated than these theories suggest. Even in societies where shareholders are the most important stakeholder in theory, in practice there are always others competing for managerial attention. In practice, therefore, managers appear to use three criteria to judge which stakeholder demands are most pressing:73
The power of the stakeholder to enforce its claims on the organization or individual
managers, by giving or withholding resources.
The legitimacy of the stakeholder and of the particular claim it is making. Stakeholders
with low cognitive legitimacy, such as ethnic minority employees or environmental pressure groups, may have particular difculties in getting managers to take their demands seriously, unless they can get power, for example by lobbying the government or the press. On the other hand, managers may give a sympathetic hearing to their rms pensioners, people whom they may know personally and whose ranks they will eventually join, even though those people may have little formal power.
We look in greater
detail at how to analyse stakeholder power, legitimacy, and urgency in Worked Example 15.1 and Section 16.2.2.
The urgency of the claim. Other things being equal, managers will give priority to the
stakeholders who need quick attention. As Figure 2.3 shows, the more of these characteristics a stakeholder has, the more attention it is likely to command.
POWER
Dormant Stakeholder
LEGITIMACY Dominant Stakeholder
Non-stakeholder Dangerous Stakeholder
Definitive Stakeholder Discretionary Stakeholder
Demanding Stakeholder URGENCY Figure 2.3 Stakeholder typology (Mitchell et al., 1997)
Dependent Stakeholder Non-stakeholder
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2.7 Corporate social responsibility and
business ethics
One of the pressing questions in management theory relates to the lengths to which managers should go to satisfy, or even to anticipate, stakeholder demands. One school of thought suggests that executives only responsibility is to make prots for shareholders; any activity that is not clearly to do with this should be avoided. At its most extreme, this ethos can be summarized in the famous phrase of the Chicago monetarist economist Milton Friedman:74 the business of business is business, although Friedman made it clear that managers should act, in open and free competition, without deception or fraud. In fact a recent Economist article claimed that socially responsible corporate behaviour, unless it was protable as well, was actually unethicalbecause money was being spent on good causes and thus diverted away from the rightful recipientsshareholders.75 The question then arises as to how far an organization should go to win business and avoid unprotable obligations. Prot-seeking behaviour is sometimes taken too far, the result of the competitive nature of companies; striving to win is necessary for a manager to get to the top in most companies. In fact the last decade has been exceptional in the number and size of corporate fraud cases. These have been particularly prevalent in the USA, in the cases of WorldCom, Enron, and Tyco, but there have also been cases in Europe and Asia Parmalat in Italy and PetroVietnam in Vietnam.76 All of these examples appear to have been encouraged by inherent aspects of the capitalist system, particularly its requirement for prots and for returns to be made to shareholders. In September 2004, three years after the company went bankrupt, charges of conspiracy, fraud, and insider trading and the manipulation of corporate accounts were brought against Enrons top executives (see also What Can Go Wrong 1.1). They were accused of using fraudulent schemes to deceive investors about the true performance of the rms businesses and to line their own pockets. These schemes helped Enron to meet its nancial targets and its executives to earn bonuses.77 Although these practices were not necessarily illegal, as they exploited inconsistencies in the different rules for tax and book accounting, they have been used to argue that Enrons corporate culture was one where sharp practices were commonplace. Parmalat, Italys largest dairy rm, had debts of a14bn when it collapsed, leaving tens of thousands of small investors with worthless bonds. Although its former chief executive has been charged with market-rigging, fraudulent bankruptcy, making false statements, and false accounting, the scandal is said to have gone much deeper to include the companys banks and auditors, against some of whom lawsuits have been led. In addition lawsuits seeking a10bn in damages have been launched against two international auditing rms that for years oversaw the accounts of the rm. It accuses them of improper auditing that allowed huge sums to be stolen, squandered or wasted by the rms managers.78 As a result, in 2004, the Italian government took the rst steps to overhaul regulation of the countrys nancial institutions by stripping the central bank of many of its powers, and to increase the role of the main stock-market regulator, Consob.79 There has therefore been considerable soul-searching, in the USA and Italy at least, about the regulatory and cultural framework that has allowed these scandals to develop. In each case there appears to have been a widespread systemic failure on the part of the boards of directors, auditors, and regulators to exercise appropriate control, allowing cultures where sharp practice and loose accounting practices were commonplace. Thus another school of thought says that organizations have obligations to a much broader group of stakeholders than shareholders, particularly those that may be disadvantaged and have little formal power. Those who fall below the normal standards of legal or ethical behaviour are relatively rare, and a more relevant topic for discussion is how much should companies contribute to the wider society in which they operate.
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ONE: CORE CONCEPTS
2.7.1
Corporate social responsibility (CSR) An umbrella term for corporate policies to ensure ethical behaviour and address social problems inside and outside the organization.
Corporate social responsibility
The term social responsibility was coined in the 1950s,80 but the practice of corporate social responsibility (CSR) is much older than that. Medieval trades guilds endowed schools and hospitals for their members and their families. In the nineteenth century, companies such as Lever Brothers (now part of Unilever) and Cadburys (part of Cadbury-Schweppes) set up company towns where workers were offered a clean, pleasant environment with a wide range of social and educational facilities. As we pointed out in Section 2.6.1, CSR can boost prots by winning legitimacy for the organization in the eyes of customers and other important stakeholders. The FTSE and Dow Jones have recently set up indices of socially responsible companies. Indeed, there is some evidence that ethical behaviour can help rms survive longer.81 However, there comes a point at which the balance of costs and benets to shareholders becomes unclear. Therefore a real question for managers is how much weight they should give to competing obligations, to society and to shareholders. A wide range of activities come under CSRs umbrella. Some may be targeted at specic stakeholder groups, for example:
charitable donations in cash or in kind; providing child care or other social services to employees or local communities; paying higher than average wages to employees with little bargaining power; providing goods or services, over and above what is on offer for the rms typical
customer, for customers with low incomes or disabilities. Some examples are shown below:
The Co-operative Bank in the UK has positioned itself entirely as the ethical bank,
assuring customers that their bank deposits will never be lent onwards to rms that manufacture arms or pollute the environment. Lending institutions and pension fundholders in their turn are reecting consumers ethical concerns in their lending and investment policies towards companies that, for example, promote GM foods.
Companies that place a lot of production work in developing countries, such as Disney
and Mattel, the worlds leading toy manufacturer, have taken the initiative in making sure that their own personnel management practices are above criticism. They have set up codes of conduct for their managers and subcontractors and have their plants inspected by independent auditors.82
Mining companies Placer Dome and RTZ have helped the World Health Organization
to develop and fund a business plan for health in Papua. One scheme helps to train local villagers to treat malaria and deliver babies. The payoff to the contributors comes partly in increased goodwill, and partly in having a happier, healthier, and so more productive workforce.
De Beers, the diamond producer, contributed $2.7m to a World Health Organization

programme to eliminate polio in Angola. It also insists on its local employees using their marketing skills to raise awareness of the campaign. Many rms have explicit policies on protecting the natural environment.83 BP, the worlds largest oil company, spent $45m to purchase Solarex, a solar energy rm and has started to t solar panels to generate electricity at its lling stations. It was the rst major oil rm to support the aims, agreed in 1997 at the UNs Kyoto summit, to reduce emissions of greenhouse gases.
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And rms also do things intended to benet a broad swathe of society. They may decide to hold down prices for products in short supply, or go above legal requirements in order to preserve the natural environment. They may also, voluntarily, decide to place more information in the public domain than they are legally compelled to, even though this means extra costs and gives competitors data that can be used against them. They may put in place extra internal controls to ensure compliance with laws or ethical codes, or undertake not to take on business which might involve unethical or environmentally damaging behaviourfor example, in countries where bribery is common or environmental standards are lax (see Real-life Application 2.5).
Real-life Application 2.5 H&Ms ethical policies

H&M has had a Code of Conduct for its 900 or so suppliers (who are mainly in East Asia) since 1997, and started producing an annual CSR report in 2002. The 2003 version runs to some 60 pages and is widely referred to in many of the companys public statements. In addition, the department that is responsible for environment and CSR issues reports directly to the managing director. From this one can infer that H&M takes its social responsibilities seriously. H&M is a Swedish company and therefore comes from a culture where social issues have a higher priority than almost any other nation. It is also operating in an industry where customers (mainly young women) are not afraid to demand socially responsible behaviour from their retailers, and where some of their major competitors have had their ngers rather severely burnt when their treatment of juvenile workers in developing countries was called into question. So H&M is obviously an organization which takes its ethical responsibilities extremely seriously, and is clearly investing a lot of money in various CSR schemes. However, this is unlikely to be doing it much harm commercially at the moment either. It acknowledges this: Good relations with the world around us and long-term protability depend on H&M taking responsibility for how people and the environment are affected by their activities.84 The Code of Conduct says that every supplier must: observe the laws of the country, abstain from using child labour, maintain good working conditions and safety, provide reasonable pay and working hours, and allow freedom of association (which in effect is to allow trade unions). The supplier also agrees to regular factory inspectionsboth announced and unannouncedby H&M. Those suppliers that do not currently meet all requirements must sign a declaration stating that they will implement the necessary improvements. To enforce compliance, H&M has a team of 30 inspectors and 110 quality controllers, all of whom have responsibility for reporting any infringements they nd. H&M say that they carry out two thousand inspections each year. It also says they have appointed environmental representatives in all the countries in which it does business, and for its central ofce, and set detailed environmental targets each year. H&M also has explicit policies concerning the impact of its business on the environment. In this it has a number of concerns:
To ensure that chemicals that may be harmful to health and

the environment are not used in the production or selling of their goods. The restrictions now cover around 150 substances, including lead, cadmium, mercury, PVC, certain dyes, organotins, and brominated ame retardants. Restriction on these substances also allows their products and ttings to be recycled more easily.
To reduce the consumption of energy, for example through

low-energy lighting, new production routines to improve heat exchange, insulation to reduce heat loss, and recycling.
To ensure a clean production chain including water treatment, the storage and use of chemicals, and the disposal of hazardous wastean especial problem during the dyeing stage of clothes production.
To reduce the impact of its transportation on the environment through increasing load capacity, the use of rail rather than road vehicles, and through the introduction of policies on the type of road vehicle and fuel to be used, and driver training in fuel-efcient driving. H&M also makes use of a number of external veriers of its CSR policies. It follows the OECDs guidelines for multinational enterprises and is a member of the Swedish Amnesty Business Groups Business Forum. It is included in the Dow Jones World, STOXX, FTSE4Good, and Ethibel sustainability indexes. It recently signed a worldwide agreement with Union Network International, the international umbrella trade union organization for the retail and services sector (UNI). H&M also supports the UN Global Compact, a United Nations-driven initiative that seeks to advance responsible corporate citizenship through the power of collective action. In so doing H&M says that it wants to signify that it respects human rights and contributes to sustainable development.85 In July 2004, UNICEF announced that H&M had donated $1.5m towards girls education programmes worldwide and HIV/AIDS prevention programmes in Cambodia. This partnership is UNICEFs Swedish Committees rst global initiative.
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ONE: CORE CONCEPTS
Outside firm Main stimulus for CSR Inside firm
Normative CSR
Competitive CSR Coercive CSR
Philanthropic CSR Inertial CSR Unclear (ethical CSR)
Enlightened self-interest
Clear (strategic CSR)
Figure 2.4 Different reasons for corporate social responsibility (Haberberg and Mulleady, 2004)
Economic benefits from CSR
There are a number of different reasons why rms and managers practise CSR. These are summarized in Figure 2.4. The nineteenth-century philanthropists in charge of Lever Brothers and Cadbury were very religious people who acted, at least in part, from their own deeply held principles. This was philanthropic CSR. But they would not have been human if they had not realized that a sober and well-educated workforce was likely to be more productive than the alternative, and mixed in with that philanthropy there was likely to have been a healthy dose of enlightened self-interest. This same mix of principles and enlightened self-interest motivates many business people today. And once a charismatic leader has introduced a culture of CSR, then succeeding generations of managers are likely to maintain itinertial CSR becomes part of the organizations paradigm. But not all managers that practise CSR necessarily have that degree of internal belief. Sometimes they do so because it is the norm in their profession or social group. This is normative CSR. Sometimes rms are pushed into CSR by the activities of outside stakeholders. Where most rms in an industry have strong policies on the environment or high-prole charitable activities, their competitors may feel compelled to follow, for fear of losing customers: this is competitive CSR. And sometimes socially responsible policies are forced upon organizations by outside pressure groups, or by retailers that will not sell products made using child labour or timber from non-renewable sources. This is coercive CSR. The notion of coercive CSR brings us to our next section, and also highlights some of the problems in dening absolute standards of CSR. Monsanto, the market leader in GM technology, is a rm that takes considerable pride in its ethical standards, and also deeply believes in the social benets of its products.86 Nevertheless, as we mentioned in Section 2.6.2, it has felt it necessary to respond to the concerns over GM of its customers and the wider society in which it operates.
Theoretical Debate 2.1 Should organizations adopt corporate social responsibility programmes?
Scholars such as Milton Friedman (1962, 1996) and Theodore Levitt (1983), a well-known marketing theorist, hold that businesses have no special social responsibility other than to operate within the law. These views tend to proceed from the idea that corporations are created by individuals rather than by society. The argument is that companies should have the same freedoms as individuals do to set their own moral standards and to use their property as they see t.
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Those who disagree with this view tend to argue that businesses are so intertwined with the rest of society that they cannot act without considering its obligations to it. According to these arguments, businesses have obligations to stakeholders or constituents, on whom they depend for their survival and who are affected by their actions. Organizations social power brings social responsibilities as well, and if they want to focus upon shareholders to the exclusion of all other stakeholders, then they should not attempt to inuence political processes or government policy (Reich, 1998). However, the ethics of CSR are not clear-cut. A recent Economist article (Economist, 2004), as we noted in Section 2.7, argued that socially responsible corporate behaviour might actually be unethical. Certainly, if CSR-style activities are being undertaken primarily for the benet of people inside the organizationto increase their personal legitimacy, or to make them feel good about themselvesthen, unless this increased selfesteem feeds back into higher productivity or better customer service, the Economist argument may have some force. This indicates how these philosophical arguments are intertwined with more practical ones about the extent to which CSR adds to or subtracts from shareholder value. The early advocates of CSR believed (Bowen, 1953; Carroll, 1999) that there was a trade-off between short-term prot and social responsibility. However, there are counter-arguments, already mentioned in this chapter, that CSR contributes to competitive advantage, for example by winning legitimacy for the rm. Some theorists argue that these positive effects are so great that social responsibility should actually take priority over short-term considerations of shareholder wealth. The theorist who has gone furthest down this route is Thomas Jones of the University of Washington, who has also proposed an extension of principalagent theory to take in multiple stakeholders (Hill and Jones, 1992; Jones, 1995; Quinn and Jones, 1995).
There have been over 120 empirical studies (Margolis and Walsh, 2003) of the relationship between organizations nancial performance and their adoption of CSR practices, and the results are indeterminate. While almost half the studies found that CSR practices appeared to be associated with better than average performance, and only a handful found the opposite, many showed neutral or mixed results. However, it seems clear, on the balance of evidence, that Bowen was mistaken, and that CSR does not hurt nancial performance. The answer of the opponents of corporate social responsibility is that, although corporate social responsibility programmes look as if they are beneting society, in fact they are hurting it in ways that are not easy to see. One such harmful effect is that organizations, in pursuing CSR, end up making poorer decisions. Jensen (2001) criticizes CSR because it introduces ambiguity into corporate decision-makinghe believes that managers need a single, clear target to guide them, and that that should be prot. Henderson (2001) argues that considerations of CSR dull the edge of competition in markets and therefore make the economy as a whole less efcient. He believes that this ends up making everybody poorer. He also worries that, in being too ready to accept stakeholder concerns on issues like globalization, managers shy away from putting the case for business and commerce as a force for progress that increases welfare. Another potentially harmful effect, highlighted by Henderson and also by Freeman and Liedtka (1991), is that managers end up taking decisions in areas well outside their areas of expertise. They may have no expertise in education, yet end up taking decisions about educational programmes for their local community or even running them themselves. And how many corporate executives, however committed and intelligent, are really qualied to decide on the correct response to African poverty or global warming?
2.7.2
Stakeholder controls on strategic choices
The Monsanto case in the previous section is an example of stakeholders other than managers or shareholders having inuence over a companys strategy. It is quite common for different sets of stakeholders to hold differing views about a rms direction. External shareholders desire for growth in both prots and the share price may be in conict with the costs of implementing government legislation. The founders desire to reinvest prots to secure a long-term future for the rm and jobs for his or her children may be at odds with employees or unions desire for higher wages in the short term. There are several mechanisms that stakeholders, including external ones, can use to control what happens, and to inuence managers and other stakeholders to comply with their objectives. These mechanisms will vary according to the norms in the organizations home country.
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In Anglo-Saxon countries, and increasingly elsewhere, control may be exerted through

the stock market. Dissatised shareholders sell their shares in the market until the price falls to a point where another rm will nd it worthwhile to acquire the rm and reform its strategy, or senior managers are forced to resign. This mechanism is also known as the market for corporate control.
Elsewhere, shareholders and bankers may exert their inuence on strategy more
directly, through the fact that they have seats on the board or processes for direct lobbying of management.
A bank or other major funding body also has the option of withdrawing its funding, or
refusing new loans, forcing the rm into bankruptcy, or a change of direction or senior management.
Infringements of legal and regulatory requirements may lead to organizations facing

nes, having changes imposed in their management systems, or being forced to close.
a. Regulation
In most industrialized countries governmental stakeholders monitor and control rms through laws and regulations (see Real-life Application 2.6). The types of requirement that they impose will vary from sector to sector. For example:
Firms may face regulations on the health and safety of employees, laws which prescribe
what emissions and efuents may be discharged into the environment, and legislation on the use and abuse of proprietary knowledge.
Retailers are frequently regulated on their location and their hours of opening. Financial services rms must meet international standards on the nancial reserves
they carry to back up their activities, and local regulations in terms of what they are allowed to sell, and to what types of customer.
Educational organizations are frequently regulated in terms of what must, as a minimum, be included in their curriculum, the qualication levels of the staff they employ, and sometimes the standards of their internal administration.
Transport rms may have to meet standards in terms of frequency of service, reliability
(number of timetabled services that actually run), and punctuality. All of these constrain the choices that are available to organizations, and the prots they can accrue.
Real-life Application 2.6 Regulation in the airline industry

The airline industry is one of the most regulated in the world. International regulations cover areas such as aircraft safety, the instruments and ight manuals on board, the provision of lockable ight decks, pilot training, landing slots at airports, the allocation of routes, and especially which airlines are allowed to enter a countrys airspace. The industry is subject to rules from national and supra-national governments such as the EU, as well as industry-specic agencies that control particular aspects of airline operations. These include: both the Civil Aviation Authority in the UK and the Federal Aviation Authority in the USA, which are responsible for, amongst other things, supervising aircraft safety standards, the allocation of airport slots, the collection of passenger and fare data, and air trafc control; as well as the ICAO (International Civil Aviation Organization), an inter-governmental agency which coordinates airline standards and technical procedures internationally. In the past almost every countrys air trafc was heavily regulated. States had their own national airline, which was government owned and which was used for both symbolic and practical purposestransporting presidents on overseas visits, for example,
81
as well as supporting the states defence needs. Since 1978 in personnel utilizes civilian ights, and domestic carriers are movthe USA, from 1987 to 1997 in the European Union, and patchily elsewhere, the airline industry has been deregulated. Deregulation loosened the previously strict controls over where airlines could y or how much they could charge. It allowed new airlines to emerge, serving new routes and with new pricing and competitive strategies. It also meant that some inefcient airlines, which had previously been propped up by their governments, went bankrupta process that continues to this day. However, strict controls are still maintained over many aspects of the industry. Partial deregulation has encouraged mergers and alliances in the industry, as airlines have tried to nd ways to overcome the remaining areas of government restriction. For example, ownership is still regulated in many parts of the world, with the home government often the majority shareholder. Even the USA, which has no single state carrier, prevents foreign rms from owning more than 25 per cent of any of its airlines shares. Although it has recently been proposed that this percentage should be increased to 49 per cent, this is still less than would be needed for a foreign company to achieve full control. The restriction appears to stay in force because of trades union concerns about loss of jobs, and fears about loss of control of a key area of national security. In the 2004 Iraq war, the military relied heavily on domestic airlines for transportation; almost all routine travel by military ing an increasing amount of military supplies and equipment. World-wide routes are also governed by a series of bilateral agreements between nations/regions, which basically consist of allowing country As airline to operate a ight to country B, and vice versa. But problems of balance arise when a domestic market is not of a comparable size and activity to the partners typically the USA. Prime landing slots at key airports are also usually still held by the former national airlineBA in the case of Heathrow, the main London airport in the UK. International alliances between airlines have therefore allowed them to bypass regulatory restrictions, as have mergers such as the recent one between the Netherlands KLM and Air France, who can now access each others international routes. Some alliances are basically a route-sharing and reservation systems agreement, others are more complex, establishing joint commercial and marketing activities and/or physical operations. The rst major alliance SkyTeam, initially involving Delta, Singapore, and Swissair, included the coordination of international fares and ight schedules, joint frequent yer programmes, and the sharing of routes and aircraft. This alliance has since been followed by others including oneworld (including BA, American, and Qantas) and Star (including United, Lufthansa, and Air Canada).
Other bodies may also have regulatory powers delegated to them by law or by consent of their member rms. Professional associations often dictate who is allowed to practise law, medicine, or architecture, or to audit company accounts. Stock exchanges and sporting associations have the power to insist that their member rms meet certain reporting standards. All of these groupings, along with bodies such as sporting associations, can insist that rms individual employees conform to certain standards of behaviour. They can ne or expel individuals who infringe those standards, for example by taking drugs or abusing
The oneworld alliance includes BA, American Airlines, and Qantas. oneworld
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The concept of increasing

returns is discussed in Section 3.5.6.
privileged information, by taking bets on sporting xtures in which they are involved, or by insider tradingbuying or selling securities that they know, because of information that is not yet public knowledge, will rise or fall. One of the most important external constraints on strategy-making is related to the abuse of monopolistic positions. Monopolies allow rms to make extraordinary prots, at the expense of the customers who have to pay for essential services. Monopolistic rms also tend to be inefcient, or can become so, as there is little incentive for managers to strive to innovate, minimize costs, or achieve high levels of quality. It is the goal of most protmaximizing rms to achieve this position, however. The closer they get to a dominant market position, the more prots they are likely to make, and, unless they are controlled, powerful rms tend to become more powerful, as they can set the basis of competition to favour themselves. Indeed, the recent development of thinking on increasing returns suggests that, in some industries, an initial dominance will never be lost unless deliberately controlled by forces external to the industry. It is this that led the US courts to order remedies against the software giant Microsoft, on the grounds that it acted illegally to maintain a monopoly in the face of threats from Netscapes web browser and Sun Microsystems Java software.87 Because most industrialized countries appear to see monopolies as a bad thing, the majority have legal frameworks which act to minimize the power of dominant rms, through blocking their ability to buy up competing rms, or regulating the price they can charge for their products. In the EU, this is carried out under the aegis of the European Commission and through such country agencies as the Ofce of Fair Trading in the UK, or the Bundeskartellamt in Germany.
b. Corporate governance
Thus, almost all organizations are regulated in some way. Their executives are subject to legal constraints on what they can do and how they can do it. In the case of some sorts of organizations, such as companies and charities, they are also required to full certain conditions in terms of who manages them, and how they disclose information to the public. There needs to be some mechanism whereby a rms managers can be monitored to make sure that they are fullling their legal obligations, and are meeting the owners objectives for the company. The systems for doing this are known as corporate governance procedures. Corporate governance procedures are often discussed in terms of the principals making sure that the agents are doing what is required of them, and not exploiting their position. However, a number of recent corporate scandals, such as Parmalat (see Section 2.7 above), have featured principalsindividuals and families with large shareholdings in a corporationexploiting other principals, notably outside shareholders, by using corporate assets for their private ends. Others have involved owners exploiting the agents, by raiding employee pension funds. So corporate governance procedures are really intended to police the behaviour of principals and agents alike. In many parts of the world organizations are managed by a board of directors, whose composition, roles, and responsibilities differ greatly between countries. In the UK and the USA, these boards usually comprise both executive and non-executive directors (directors who are not at the same time managers in the company). In other European countries, for example Germany and Holland, the boards are divided into two tiers: the upper tier supervises the lower tier, is separate from it and often includes representatives of the workforce. This is a way of ensuring a greater distribution of power than would be the case if companies were managed only by internal boards of directorswho could be appointed
83
by existing board members, with the effect of narrowing decision-making to a small and self-selected group of people. The Cadbury Committee in the UK, the Dey Report in Canada, the Hilmer Report in Australia, and the Veinot Report in France were all ofcial commissions that looked into the issues of corporate board membership and disclosure of information. The various recommendations included the separation of the roles of chairman and chief executive, the inclusion of more non-executive directors and the setting up of codes of best practice, such as those which govern the appointment of auditors. All are concerned to protect small shareholders and weaker organizational stakeholders whose interests may be too fragmented to be powerful. However, researchers have questioned the effectiveness of these measures.88 Having strong independent directors can risk breaking up a strong and united management team and weakening the authority of the chief executive. However, the formal involvement of other stakeholder groups in the management of a company can help avoid potentially harmful actions by top managers who have privileged access to corporate insider information. The legal requirement to allow unions in a workplace is another way of limiting top management power. In Anglo-Saxon economies, major shareholders and institutions such as pension funds or insurance companies, can also, in theory, moderate the power of executives. However, small investors tend to be relatively powerless, unless they can band together, and large investors often nd that the benets in actively managing the companies that they invest in are low, and the costs high. The professional investment managers employed by the major fundholding institutions potentially could exert a lot of inuence on the strategies of the companies that they invest in. However they may also be bidding to run those same companies pension funds, and so be unwilling to challenge the decisions of their senior managers. Nonetheless, there is some evidence that shareholders are becoming more willing to act. In Britain there have been a number of shareholder revolts over executives salaries or severance pay in cases of poor performance. There are other differences in what organizations can and cannot do in different countries across the world, although globalization appears to be leading to convergence in some areas. There has been a recent move to developing comparable accounting standards in the USA and Europe, for example.89 This means that nancial data will be calculated and presented in public accounts in a standardized format, which allows international investors, including shareholders and companies themselves, to assess the relative performance of rms more accurately. Needless to say, there have been a number of problems in deciding whose standards should be adopted as the international norm, and there are many other aspects of business, such as employment laws, where international differences remain profound. Some of these are shown in Table 2.4. For example, corporate governance in France and Germany during the 1980s involved networked relationships between major rms, in which key shareholders such as banks and other industrial companies (who cross-owned shares in each others rms) tended to protect executives from the market-controlling effects of the stock market. The role of corporate management was to balance the interests of the rms different stakeholders. Both countries have seen these economic/industrial structures break down in the last ten years. In France, the reason appears to be due to changes in nancing, whereas in Germany it appears to be due to the more competitive nature of the industrial environment. Thirtyve per cent of French shares are now owned by foreign investors, particularly American fund managers who require regular returns on their capital. At the same time the major French nancial groups have begun to demand a focus on shareholder value from their investment companies. In Germany, the recession in the early 1990s highlighted the vulnerability of German manufacturing and the desirability of higher rates of return.90
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Table 2.4 Corporate-governance practices in the G7 countries

Britain Canada France Germany Italy Japan United States
Auditors have to be independent from management consultancy arm Recommended Yes Voluntary No Yes Yes Rotation of auditors Voluntary: Yes: 57 years 7 years
Yes
Noa
No
Yes: 9 years
Yes: 7 years
Yes:b 5 years
Shareholders vote on executive pay Advisory Yes No
No
Yes
Yes
No
Shareholders may elect own slate of independent directors Yes No No No Noc Independent directors in a majority on board Recommended No Voluntary Recommended No Separate chairman and CEO? Recommended Voluntary Voluntary
Yes
No
No
Yes
Yesd
Voluntary
Voluntary Voluntary
Notes a Auditors have maximum term of 6 years, but it can be renewed by the board b Partners, not rm c According to companys size, shareholders nominate all, two-thirds, or one-half of the supervisory board d Refers to the separation of chairman of the supervisory board and the management board Source: OECD, quoted in Beyond shareholder value. Economist, 28 June 2003, 367/8330: 913
2.8 How strategies go wrong

Although sometimes managers can behave in ways that lead to the demise of their rm, or the loss of their own jobs, this is not common, and almost all of the previous discussion in this chapter has considered strategic processes that are intended to be benecial for the organization and its main stakeholders. Unfortunately, they do not always end up that way in practice. In this nal section we consider how well-intentioned strategies can sometimes go wrong; how good intentions can lead to competitive disadvantage, and how strategies which once were a source of considerable strength to a rm can lead to its decline and even death. As we saw in Chapter 1, an organization can be considered to be the outcome of previous strategies that have proved successful. Future strategies are selected at least in part because of:
We discussed the impact

of culture, power, learning, and bounded rationality on strategy in Sections 1.41.6.
the organizations culture, which has developed over time and become increasingly
homogeneous;
the organizations considerable investment of time and resources in learning how to

do some things very well;
the organizations information and gathering systems, which are focused on specic,
previously important, environmental features;
the organizations existing stake- and power-holders, who are likely to want to retain
their status quo. The interplay between these various factors means that organizations strategies sometimes become inappropriate to their environment if it changes. We will now look at some of the ways in which this can happen.
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2.8.1
Organizational inertia
One important reason why strategies can go wrong concerns the size and systematization of many organizations. Over time they develop structures and systems which are intimately intertwined with other systems and structures. For example, organizations often have processes for assessing monthly performance gures. These are dependent on other systems that gather raw data (perhaps from customers own computer systems) and pass these to those responsible for doing the calculations. These performance gures are then entered into a system that eventually collates all twelve months gures and puts this information into an annual report. This is just one, relatively simple and easy to understand example. Other organizational systems can be much more complex. But even this straightforward example illustrates how each part of these systems is part of a chain of dependencies that may be quite hard to break or restructure without major disruption or cost. The recognition that it is extremely hard to move large organizations far from the path that they are already on has led to some theorists questioning whether organizations can change at all. If they cannot, they will only survive if they happen, by chance, to be suited to their environment. The clear parallels with the Darwinian theory about the survival of species led some researchers to study patterns in the birth and death of organizations in the same way that biologists study patterns in populations of plants and animals. These writers, notably Michael Hannan, John Freeman, and their associates, are known as the population ecology school.
2.8.2
Bounded decision-making
The bounded rationality of decision-makers (see Section 1.6.4) means that the decisions they take are always limited by their ability to perceive the options that are available. Inevitably, therefore, some of the best strategic options are not considered. Worse than this, sometimes even options that would enable a rm to survive are not noticed or are ignored, even though colleagues may make strenuous efforts to bring these to the attention of the decision-maker (see What Can Go Wrong 2.1).
2.8.3
Strategic drift
The process by which a companys strategies become increasingly distanced from the needs of its customers or the environment in which it operates is called strategic drift or strategic slip.91 Strategic drift happens gradually for three reasons. First, an organizations homogeneous values and belief system shut out deviant strategies, which are rejected as being not what the organization does. These deviant strategies, however, may be those which would allow the organization to adjust to its customers changing needs or seek out new customers. Second, managers are constrained in their reactions to changes they perceive in their environment by their own limited expectations of what change should be. Third, existing powerholders within the organization are likely to reject novel strategic suggestions, since any changes involved might undermine their own power positions. We return to this issue in Chapter 16. Some changes may be implemented and improve performance to some extent, thus deluding the companys managers that they are managing change effectively. Over time, however, the rms nancial performance becomes increasingly weak and it becomes apparent that something radical needs to be done. Sometimes the necessary change is achieved through the takeover of the rm, or it may require a new executive to be brought in from
The concept of the belief

system is dened in Section 1.6.4 and discussed in depth in Section 8.4.2.
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outside to turn the company around. Occasionally existing managers can themselves bring about this change, as they realize the seriousness of their position. However, because their beliefs will be strongly shaped by the organizations belief system, which is, after all, one of the reasons why the company found itself in its predicament in the rst place, this can be quite hard for them to achieve. This state of affairsperiods of relative organizational stability interspersed with periods of signicant changeis known as punctuated equilibrium, a term that comes from chaos theory. Research suggests that it is quite common in organizations. However, certain high technology organizations have been found to proceed through a process of time-paced evolution, a form of continuous product and organizational development which results in regular, but quite radical, strategic leaps.92
Competency traps, core rigidities, and the Icarus paradox

2.8.4
Another distinguished academic, who has written on the apparent inevitability of strategic decline and the increasing inappropriateness of strategic decisions over time, is Danny Miller. He suggests that the seeds of decline are actually sown in the very success of past strategies. These successes have the potential to lead to a lack of diversity in an organizations skills base and organization structures or belief systems, which can lead to failure. Miller termed this decline the Icarus paradox, in acknowledgement of the Greek myth which tells of Icarus, whose father Daedalus built them both wings of wax and feathers in order to escape their imprisonment on the island of Crete. Because the wings were so successful Icarus used them to y too close to the sun: the wax melted and he fell to earth. The parable is clear: organizations which are successful can fall from grace, seduced into excess or complacency by their very strengths. This process happens as an extension of strategic drift. Success appears able to add a layer of complacency or arrogance to the desire to repeat what has worked well in the past. Thus the rejection of deviant strategies is strengthened to the point where even sensible suggestions which identify external threats are rejected. Another way of describing this is in terms of competency traps or core rigidities.93 Both occur when an organization gets good results as a result of doing something in a particular way, leading it to persist with, or overuse, those routines. As a result, the perception builds that it is difcult or risky for the rm to adopt better routines that competitors, or even people within the organization, might have developed.
What Can Go Wrong 2.1 The punctuation of equilibrium in Marks & Spencer
Marks & Spencer is a British retailer of clothes, food, and homewares. For many years now it has been something of a British institution. It has been said that you can always tell where the centre of any British town is by where Marks & Spencer is to be found. But from 1990 onwards it suffered increasing criticism in the press, and a decline in its prots and market share.94 Prots before tax fell from over 1bn in 1998 to less than half that level in 1999, and then continued to decline; in 2001, they were below 145m.95 A slow recovery began in 2002, but only in 2006 did prots return to the levels of the late 1990s.96 The problems were triggered, as so often happens in business, by a combination of events, not all within M&Ss control. Economies in Asia, where the company was expanding, experienced problems that hit demand. Dealing with these problems absorbed management time at a point when the company was committed to an ambitious expansion in the UK, having acquired 19 stores from Littlewoods. The building work associated with this expansion was making the stores unattractivejust as established rivals such as Next and Debenhams were improving their offerings, newer entrants such as Jigsaw were appearing on the
87
UK high street, and UK retail sales experienced a downturn. bought overcautiously for spring and as a result, the bestselling
The currency depreciation associated with Asias economic situation actually helped competing rms, which sourced their clothes there, to price their offerings keenly.97 This would have mattered less, however, had M&Ss own offerings been more attractive. However, the clothes themselves were described as dull by CEO Peter Salsbury in explaining the 1999 results and by others as frumpy and boring.98 The layout of the stores in which they were displayed also came in for criticism.99 Meanwhile, mainstream supermarkets such as Tesco had begun to match M&Ss chill-cooked meals, a product category which it had practically invented.100 With fewer customers for the core offerings, market share in homewares, a subsidiary line, also suffered.101 The poor 1999 results shook the rm out of the state of equilibrium that had existed during the protable mid-1990s. Salsbury trimmed the size of the board, made 200 head ofce staff redundant, and formed the companys rst centralized marketing department, which presided over its rst ever TV advertising campaign.102 But when it came to improving what was on offer to the public, it became clear that the rm had problems in understanding what its core customers, in particular those for its key womenswear ranges, would buy, in what quanitities and at what price.103 For example, a company spokeswoman gave the following account of the 1998 autumn season: Grey was the fashion colour so we bought into it, but the mistake was that we bought it for everybody. Older customers wanted colour and we were missing it . . . By the time we realised, it was too late to buy more colour. Wed had a very successful year previously, so we were condent and bullish about buying. On reection we bought too much fashion and too much grey . . . It meant that we items sold out very early.104 Other commentators conrmed that the rm had found it difcult to establish the right point in the trade-off in womens clothing, so that some ranges were too zany for the traditional M&S customer while others were too conservatively styled, and others appeared overpriced.105 By 2006, however, the rm, under a new management team headed by Stuart Rose, and with the aid of focus groups and other market research, appeared to have rediscovered its grasp for what the public wanted to buy. It had emulated H&M and other competitors in developing sub-brands to appeal to particular market segments, and had also beneted from some inspired advertising for its food and clothing.106 The root cause of the companys apparent inability to foresee and handle the setbacks of the turn of the century is a matter of debate. Sir Richard Greenbury, Salsburys predecessor as CEO, was one of the most respected retailers of his generation,107 but in contrast with previous chairmen, he was said to have stopped visiting rivals stores, or asking colleagues what new developments there were.108 This may have contributed to a degree of introversion in M&S; according to one strategy consultant in 1999: A number of competitors in both food and clothing have damaged M&S but I doubt it even picked them up on its radar screen until it was too late.109 Other commentators wrote that the rms prolonged success had engendered corporate hubris: the idea that there is no need to change a winning team and complacencywhich Salsbury himself admitted was a problem.110 But as we have already noted, both Salsbury and his successor, Luc Vandervelde, took action aimed at arresting the decline; however, once an equilibrium is disturbed, it takes time to build the routines to create a new one.
l CHAPTER SUMMARY
In this chapter we have described strategy formulation as a multi-headed process. Sometimes it is the formal, rational, planned process that it has traditionally been seen as. But we have also introduced you to the idea that strategies can come about, not exactly by accident (although that can also happen), but through experimentation and the purposeful activities of all employees in an organization, not just the chief executive or top management team. A strategic decision is one that involves a significant commitment of resources, throughout a substantial part of the organization, and will have a long-term impact on the organization as a whole. The various types of strategy have been characterized as:
l l
deliberateplanned actions resulting from careful analysis; emergentfrom the spontaneous actions of employees solving particular problems or responding to unforeseen opportunities; imposedby governments, customers, or other powerful stakeholders;
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ONE: CORE CONCEPTS
realizedthe strategy that actually materializes, and which may have deliberate, emergent, and imposed elements.
Seven types of strategy development processes have been identified: rational, command, symbolic, transactive, generative, muddling through, and externally dependent. Most organizations will use some or even all of these processes at some time, but will tend to use one or two more than the others. Strategy can happen at three levels in the organization:
l l
functional; businessdecisions about competitive stance (which products to offer in which markets) and about how to configure value chains; corporatehow to link together portfolios of products or businesses levels.
Each will involve different types of decision, but only business and corporate-level decisions can be considered truly strategic as we have defined the concept here. Some strategies are inherently likely to be better than others. They are most likely to succeed if they display:
l l l
fit with the environment, and between the different elements of the strategy; distinctivenessincluding actions that competitors are not carrying out; sustainabilityinvolving elements that competitors are unable to copy in the short term.
Organizations stakeholders are likely to be influential in shaping what an organization does, but will differ in their objectives. The most influential (salient) will be those that have power, legitimacy, and urgency. Because stakeholders can include a wide section of the population, there has been some debate about how far companies should go in behaving ethically or being socially responsible beyond the narrow confines of their immediate surroundings. Corporate social responsibility, or business ethics, is an important topic in contemporary strategy. Strategy processes in organizations can sometimes go drastically wrong. As their size and degree of systematization increases, inertia may take hold. Bounded rationality on the part of managers may contribute to sub-optimal decisions. Both these factors may contribute to strategic drift, where the organizations focus turns inwards and gradually loses touch with its markets and competitors. And finally, the organization may suffer the Icarus paradox, where it repeats the actions that made it successful until it suddenly discovers that the formula no longer works.
l KEY SKILLS
The key skills you should have developed after reading this chapter are:
l l
the ability to discriminate between strategic and non-strategic decisions; the ability to recognize and distinguish between different modes of strategy-making in organizations; the ability to identify corporate-level, business-level, and functional strategies in an organization; the capacity to analyse, at a basic level, the extent to which an organizations strategy fits its environment and confers disctinctiveness and sustainable advantage; the ability to recognize the main stakeholders in an organization and their objectives and to analyse the extent to which they are salient to decision-making in the organization; the capacity to recognize the extent to which considerations of corporate social responsibility affect an organizations strategy; the ability to identify the symptoms of strategies going wrong and analyse the reasons.
l l
89
l REVIEW QUESTIONS
1. Are the following functional, business, or corporate strategic decisions for a large firm?
entering a new market in Greece moving to an expensive office building close to where major customers are located launching a major advertising campaign for a product changing the supplier of an important component that has a major impact on the quality of the
finished product
buying the new supplier

2. Would your answers change if these same strategies applied to a small, single-product, firm? 3. In an ideal world, would all strategies be deliberate? 4. Under what circumstances might an organization be advised to make the rational mode the dominant form of strategy-making, and under what circumstances would the other modes be preferable? 5. When might an organization opt for a strategy that did not clearly fit its environment, and what are the risks involved? 6. Should organizations strive to be more ethical than their competitors? 7. What can organizations do to avoid succumbing to the Icarus Paradox?
l FURTHER READING
l
Mintzberg, H. (1994). The Rise and Fall of Strategic Planning: Reconceiving Roles for Planning, Plans, Planners. New York: The Free Press is a good review of many of the issues that we have discussed in this chapter, by an extremely influential theorist on strategy development processes. Brews, P. and Hunt, M. (1999). Learning to plan and planning to learn: resolving the planning school/learning school debate. Strategic Management Journal, 20/10: 889913 is an example of how empirical research can illuminate debates of the kind that Mintzberg initiates. Whittington, R. (2001). What is Strategy and Does it Matter? 2nd edn. Thomson Learning; and Mintzberg, H., Joseph Lampel, J., and Ahlstrand B. (2005). Strategy Safari. New York: Free Press. These two books provide a nice overview of strategic concepts and the history of strategic thinking. Kayes, D., Stirling, D., and Nielsen, T. (2007). Building organizational integrity. Business Horizons, 50/1: 6170 is a readable introduction to corporate values and how to build them. Freeman, R. and McVea, J. (2005). A stakeholder approach to strategic management. In Hitt, M., Freeman, R., and Harrison, J., The Blackwell Handbook of Strategic Management. Oxford: Blackwell, 189207 summarizes current theoretical debates in stakeholder theory. Margolis, J. D. and Walsh, J. P. (2003). Misery loves companies: Rethinking social initiatives by business. Administrative Science Quarterly, 48: 268305. A good summary of what we actually know about the impact of corporate social responsibility. Friedman, M. (1996). The social responsibility of business is to increase profits. In Rae, S. B. and Wong, K. L. (eds), Beyond Integrity: A Judeo-Christian Approach. Grand Rapids, MI: Zondervan Publishing House, 24654.
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l REFERENCES
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End-of-chapter Case Study 2.1: So who needs a strategy? The case of Semco do Brasil
Semco is a diversied Brazilian corporation that has a range of international businesses which includes marine engineering, facilities management, internet services, and software development. Over the last ten years its turnover has grown from $35m to $212m, and it forecasts sales of $1000m by 2009. Its principal shareholder (he owns 90 per cent of the rm, although he explicitly does not classify himself as its chief executive) is Ricardo Semler. He inherited Semco in 1980 from his father, Antonio Semler, a Viennese engineer who had founded the marine pumps company in 1954, although engineering now accounts for only 30 per cent of sales. It has 3,000 employees, ten times as many as in 1980. It is structured as a federation of around ten companies, all of which are premium providers and market leaders in their elds.111 Ricardo Semler describes its principal purpose as selling intelligence, the capacity to think out service solutions and to look at things from an intellectual standpoint. Our rationale for everything we do is that its heavily engineered or complex . . . businesses that have high entry barriers, and which people cant get into easily and cant get out of easily.112 Mr Semler is rapidly becoming one of the most famous, and certainly least conventional, businessmen in the world. His reputation rests on a number of books, articles, and seminars that describe his rather unusual approach to doing business.113 On taking over from his father, Mr Semler quickly started making changes to the rm. He sacked two-thirds of his fathers senior managers, dismantled the companys very conservative structure, abandoned the practice of searching employees as they left at the end of each day, and did away with time clocks and controls over working hours. Some have suggested that in the early days his approach caused havoc, and he had to spend a considerable proportion of his time trying to keep the company solvent.114 Since the mid-1980s, though, growth has been impressive. His shaking up of the company has continued since: Semco has no ofcial structure. It has no organizational chart. Theres no business plan or company strategy, no two-year or ve-year plan, no goal or mission statement, no long-term budget. The company often does not have a xed CEO. There are no vice presidents or chief ofcers for information technology or operations. There are no standards or practices. Theres no human resources department. There are no career plans, no job descriptions or employee contracts. No one approves reports or expense accounts. Supervision or monitoring of workers is rare indeed. Most important, success is not measured only in prot and growth.115 In addition:
Attendance at all company meetings is voluntary. Employees have no set working hours and can decide when
to take holidays and how much time off they need.
Staff can choose from a range of 11 ways that they can get
paidincluding a xed salary, royalties on sales or prots, share options, and commission or bonuses. One-third of employees set their own salaries; the rest are negotiated within business units according to performance.
Employees choose their own training, and Semcos Work n

Stop programme allows them to take up to three years off for any purpose.
Its Lost in Space programme makes its young recruits roam

the company for up to a year to discover what they want to do.
The company holds collective job interviews, in which candidates meet their rivals for the position and are interviewed by a cross-section of employees. Mr Semler would claim that he did not impose these policies, nor were they directly his ideasas he is not Semcos chief executivealthough it seems clear that he likes to do things differently and encourages his colleagues to do the same. He himself does not work regular hours, sometimes absenting himself for several months at a time, and does not even have a physical ofce in the company. He comes in a few times a week for meetings and claims to do a lot of work at homein his hammock! He sees it as his role to be disruptive and to encourage divergent thinking, and claims that this is a bedrock for all the companys practices:
93
. . . ask why. Ask it all the time, ask it any day, every day, and was replaced by a twenty-something girl who restructured
always ask it three times in a row,116 even though this is something that he recognizes is often very difcult for people to do. However, Mr Semler is adamant that this is necessary to prevent calcied thinking. This ethos also means that the company has few written plans, which he believes encourages people to follow them like a Pied Pipermindlessly.117 Sometimes this questioning applies to the owners own role within the company. Mr Semler tells a story of a strategic committee that he had sat on for some time. He was asked why he was there, and when his answer was simply that he had always been on it, he was told that was not a good enough reasonand he was expelled. This philosophy means that the company has no written mission statement, or written statements of strategic objectives although he says the rm does have a mission: to nd a gratifying way of spending your life doing something you like that is useful and lls a need. Some of this can be put down to his early years. His upbringing was rich and privileged, and he did not need to work. He also played for many years in a rock band, experiences that he claims shaped his subsequent attitude to work and motivation: I was testing some of the things Id learnt in the rock group, where if the drummer doesnt feel like coming to rehearsals you know somethings wrong. You can hassle him as much as you want but the problem remains. . . . So at Semco, the basic question we work on is, how do you get people to want to come to work on a grey Monday morning? By not writing strategic objectives down he claims that employees are forced to constantly re-think what they are doing. Mr Semler even says he resists any attempts by journalists to make him dene what the rm does: once you say what business youre in, you put your employees into a mental straitjacket,118 blocking them from thinking opportunistically. So rather than trying to dictate Semcos direction, he encourages employees to shape it themselves through their own interests and initiatives. Every six months, Semco is shut down and started again. Through a rigorous budgeting and planning process all business units have to justify their continued existence. Executives similarly are forced to resign and be rehired in an anonymous assessment process by subordinates whose results are then made public. Such a ruthless focus leads to some being moved sideways, downwards or out.119 One manager, who had successfully built up his division over many years from a very small base, was no longer seen to be performing effectively and was forcibly transferred to another part of the companywhere, incidentally, he was able to repeat his previous successful performance. He the division and achieved growth of 30 per cent p.a.120 Another example concerned a manager whose wife was diagnosed with a terminal illness and who was depressed, but was still dismissed. As Mr Semler says, ultimately, all we care about is performance. How this is achieved is down to the individual. This shows that Semco judges its businesses, in quite an orthodox way, on their ability to generate protsand therefore survive in the long term. But Semco does not set sales targets for its businesses, as long as their prots remain healthy. And if protability tails off employees are encouraged to start anew. The company makes it as easy as possible for employees to propose new business ideas, and to get fast and clear decisions.121 Proposals go through an executive board that includes representatives from the major business units and the rst two employees that turn up to the board meeting, and which all employees can attend. The company is still not listed on any stock exchange, allowing it to bypass the sorts of short-term thinking that Mr Semler believes characterizes share analysts. It may be that Semco sometimes exaggerates the extent to which its practices differ from the norm. Mr Semler has a clear view on who the top three to ve managers in his rm are, and as he prepares to move to Harvard, where he has recently been appointed a Visiting Scholar, he has put in place a process for choosing his successor. However his move to Harvard will allow him to work on discovering what he describes as a framework for negotiated hierarchies in organizations instead of a commandand-control or pyramidal hierarchy,122 a model of quasi-military operations that he sees in many of the worlds major corporations, and which he disdains.
Case study questions

1. Does Semco really not have a strategy? If it doeswhat is it? 2. Why might Mr Semler nd it useful to claim not to have a strategy? 3. What modes of strategy-making are apparent at Semco? 4. Who are the salient stakeholders at Semco? 5. What are the advantages and disadvantages of Semcos system of corporate governance? How does it avoid principal agent problems? 6. On the basis of the evidence in the case, does Semco behave ethically and responsibly?
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l NOTES
1 It was Henry Mintzberg and James Waters (1985) who rst noted this. 2 Warner, M. (2005). The food industry empire strikes back. New York Times, 7 July: 1. 3 See for example Carpenter, D. (2006). McDonalds prots drop 14 percent; sales still strong. Associated Press Newswires, 21 April; Hoyle, B. (2006). Limp reception for salads as diners vote the burger king. The Times, 9 September: 5. 4 Boston Consulting Group (1975). 5 Pascale (1990). 6 Mair (1999). 7 See, for example, the special edition of the Journal of Management Studies in January 2003, and the introduction by Melin, Johnson, and Whittington in particular. See also Jarzabkowski, P. (2004). Strategy as practice: recursiveness, adaptation, and practices-in-use. Organization Studies, 25/4: 52960; Carr, A., Durant, R., and Downs, A. (2004). Emergent strategy development, abduction, and pragmatism: new lessons for corporations. Human Systems Management, 23: 79 91; and Matthews, J. A. (2003). Strategizing by rms in the presence of markets for resources. Industrial and Corporate Change, 12/6: 115793. There is now also a track at the US Academy of Management conference that is dedicated to strategizing. The best papers from this conference are normally available through good academic databases such as Business Source Premier/EBSCO Host. 8 See Hart (1992); Hart and Banbury (1994); Bailey and Johnson (1995); and Brews and Hunt (1999). 9 For an overview of analytical techniques see Hofer, C. W. and Schendel, D. (1978). Strategy Formulation: Analytical Concepts. St. Paul, MN: West Publishing. For a comprehensive review of developments in the analysis of strategy over time, see Hoskisson, R. E., Hitt, M. A., Wan, W. P., and Yiu, D. (1999). Theory and research in strategic management: swings of a pendulum. Journal of Management, 25/3: 41757. 10 For an inuential critique of strategic planning, see Mintzberg, H. (1990). The managers job: folklore and fact. Harvard Business Review, 68/2: 163 76. 11 Hambrick and Mason (1984) is a particularly inuential example. 12 The most famous study of how top managers spend their time (and the source of the 10% estimate) is Mintzberg (1973), who found that managerial work has become less fragmented over time. See Hales (1999, 2001) and Tengblad (2006) for more recent reviews and research. 13 For a carefully documented example of a new leader asserting his way of thinking in a rm, see Hellgren, B. and Melin, L. (1993). The role of strategists ways-of-thinking in strategic change processes. In Hendry, J. and Johnson, G. (with Newton, J.) (eds), Strategic Thinking: Leadership and the Management of Change. Wiley, Chichester, 4768. For an account of Disneys turnaround under Eisner see Grover, R., Vamos, M., and Mason, T. (1987). Disneys magica turnaround proves wishes can come true. BusinessWeek, 2998 (9 March): 62. 14 <http://www.mcdonalds.com/corp/values/diversity/mission_vision.html>, accessed 28 May 2005. 15 H&Ms mission is rarely labelled specically as this, but the phrase is found repeatedly in almost every H&M Annual Reportsee, for example, 2003, pp. 5, 8, 11, 27, 28, 30. The Corporate Social Responsibility Report and Code of Conduct for their Suppliers are published in separate documents (H&M, 2003). 16 <http://www.easyjet.com/EN/About/index.html>, accessed 28 May 2005. 17 For a review of the factors that inuence the way in which organizational members espouse ethical practices, see Anand et al. (2005) and Clegg et al. (2007). For a discussion of how organizations can address this, see Kayes et al. (2007). 18 See, for example, Campbell, A. and Nash, L. (1992). A Sense of Mission. Reading, MA: AddisonWesley; Collins, J. C. and Porras, J. I. (1991). Organizational vision and visionary organizations. California Management Review, Fall: 30 41; Collins, J. C. and Porras, J. I. (1995). Building a visionary company. California Management Review, 37/2: 80 101; Collins, J. C. and Porras, J. I. (1996). Building your companys vision. Harvard Business Review, SeptemberOctober: 65 77; Collis, D. J. and Montgomery, C. A. (1998). Creating Corporate Advantage. Harvard Business Review, MayJune: 7183; Drucker, P. (1973). Management: Tasks, Responsibilities and Practices. New York: Harper and Row; Drucker, P. (1994). The theory of the business. Harvard Business Review, SeptemberOctober;
2: WHAT IS STRATEGIC MANAGEMENT? Drucker, P. F. (1997). The future that has already happened. Harvard Business Review, 75/5: 20 4; Hamel, G. and Prahalad, C. K. (1989). Strategic intent. Harvard Business Review, 67/3: 63 77; Hamel, G. and Prahalad, C. K. (1993). Strategy as stretch and leverage. Harvard Business Review, 71/2: 75 84; Hamel, G. and Prahalad, C. K. (1994). Competing for the Future. Boston, MA: Harvard Business Press; and Peters, T. and Waterman, R. (1982). In Search of Excellence. New York: Harper and Row. See Quinn (1989). The role of operational managers is set out in Chakravarthy, B. and Lorange, P. (1991). Managing the Strategy Process: A Framework for a Multibusiness Firm. New York: Prentice Hall. There is a whole raft of research relating to middle managements role in strategy formulation. American researchers Steven Floyd and Bill Wooldridge have specialized in this area and their 1994 article, in the Academy of Management Executive, gives a readable summary of their work. The role of middle management is also featured strongly in the writings of Kanter, R. M. (1983). The Change Masters. New York: Simon & Schuster; Burgelman, R. A. (1994). Fading memories: a process theory of strategic business exit in dynamic environments. Administrative Science Quarterly, 39/1: 24 56; Nonaka, I. and Takeuchi, H. (1995). The Knowledge-creating Company: How Japanese Companies Create the Dynamics of Innovation. Oxford: Oxford University Press; and Ghoshal, S. and Bartlett, C. A. (1998). The Individualized Corporation. London: Heinemann. For a sample of Mintzbergs thinking see Mintzberg (1994). For evidence that organizations benet from using both transactive and generative modes of strategizing see Brews and Hunt (1999). Corporate entrepreneurship has attracted a lot of recent attention from some inuential researchers. See Dess, G. G. and Lumpkin, G. T. (1997). Entrepreneurial strategy making and rm performance: tests of contingency and congurational models. Strategic Management Journal, 18/9: 67795; Kuratko, D. F., Ireland, R. D., and Hornsby, J. S. (2001). Improving rm performance through entrepreneurial actions: Acordias corporate entrepreneurship strategy. Academy of Management Executive, 15/4: 6071; and Hitt, M. A., Ireland, R. D., Camp, S. M. and Sexton, D. L. (2001). Strategic entrepreneurship: entrepreneurial strategies for wealth creation. Strategic Management Journal, 22/67: 47991. Peters and Waterman (1982) op. cit. The technical term for self-organization is autopoesis. For a readable discussion, see Brown, S. and Eisenhardt, K. (1998). Competing on the Edge: Strategy as Structured Chaos. Boston, MA: Harvard Business School Press. Other writers who have looked at organizations as emergent or complex adaptive systems include Stacey, R. (2000). The emergence of knowledge in organization. Emergence, 2/4: 2339; Morel, B. and Ramanujam, R. (1999), Through the looking glass of complexity: the dynamics of organizations as adaptive and evolving systems. Organization Science, 10/3: 27893. For a nice introduction to the concept of emergence see Johnson, S. (2001). Emergence: The Connected Lives of Ants, Brains, Cities and Software. London: Allen Lane/Penguin. Dahl (1957). The term derives from a classic paper by Lindblom, C. E. (1959). The science of muddling through. Public Administration Review, 19/2: 79 88. The source of this example is Maitlis, S. and Lawrence, T. B. (2003). Orchestral manoeuvres in the dark: understanding failure in organizational strategizing. Journal of Management Studies, 40/1: 10940. The term triangulation comes from the eld of trigonometric mapping that assesses the placement of a third object by calculating its distance from two or more other objects. See, for example, Watson, I. and Heath, A. (2006). Now boarding . . . The great airline takeover is preparing for take-off . The Business, 2 December; Kanter, J. (2006). EU moves on airline emissions, International Herald Tribune, 16 November: 11; Inman, P. (2006). Regulator eases rules on closing pension scheme shortfalls. The Guardian, 5 May: 25. Butler, K. (1998). Brussels gets tough on BA/American merger. The Independent, 26 June: 18; Shapinker, M. and Fidler, S. (1999). American and BA pull out of global tie-up plan. Financial Times, 29 July: 1. For example: Clark, A. (2003). Unions warn BA of summer of misery. The Guardian, 23 July: 7; Done, K. (2006). BA unions oppose sweeping reforms. Financial Times, 27 May: 6; Osborne, A. (2007). BA unions add toenails to list of grievances in sickness row. Daily Telegraph, 23 January: 6.
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ONE: CORE CONCEPTS 32 Lencioni (2002) has some interesting examples. 33 Economist (2003). The complete home entertainer?Sony. 1 March 2003; Levy, S. (2003). Sonys new day. Newsweek, 27; Nathan (1999): 304. 34 Levy (2003) op. cit. 35 Miles and Snows (1978) research project covered more than 80 US rms in three different industries. 36 This idea was proposed by Michael Porter (1979, 1980). 37 See Miller, A. and Dess, G. (1993). Assessing Porters 1980 model in terms of its generalisability, accuracy and simplicity. Journal of Management Studies, 30/4: 553 85, and Cronshaw, M., Davis, E., and Kay, J. (1994). On being stuck in the middle or good food costs less at Sainsburys. British Journal of Management, 5/1: 19 32. For a comprehensive review of the evidence, see CampbellHunt, C. (2000). What have we learned from generic competitive strategy? A meta-analysis. Strategic Management Journal, 21/2: 127 44. 38 Penttila claims that US family rms on average last 24 year: Penttila, C. (2005). Its all relative. Entrepreneur, 33/3: 748. Velloor suggests that the average corporate life-span in both Japan and the USA is 30 years: Velloor, R. (1999). Samsung for less chip on its shoulder. Straits Time, 4 October. 39 Williams, I. (1987). Who dares winsSAS and British Airways are pitted against each other in the battle for BCal. The Sunday Times, 29 November; Harris, C. (1987). Man in the news: high-yer who puts his trust in the crewJan Carlzon. Financial Times, 12 December: 6; Prokesch, S. (1989). S.A.S. builds on global alliances. New York Times, 20 November; Lorenz, C. (1990). The staying power of visionary leaders. Financial Times, 12 February: 38. 40 The Times (1987). Outline proposals for the creation of a giant European airline could be arrived at within the next few weeks. 20 April; Harris, C. (1987). Determined to join the big ve. Financial Times, 28 November: 10; Reuters News (1989a). SAS to take stake in Saisons Inter-Continental, 19 April; Prokesch (1989) op. cit.; Prokesch, S. (1990a). S.A.S. stabilizes its American niche. New York Times, 13 August. 41 Prokesch, S. (1990b). S.A.S. expects to write off investment in Continental. New York Times, 5 December. 42 Austin, T. (1992). SAS will cut losses in Intercontinental hotel stake. Reuters News, 5 March. 43 Huddart, A. (1993). SAS airline, after third year of loss, seeks partners. Reuters News, 10 March. 44 Taylor, R. (1990). He who dares does not always win: Reasons for the reorganisation plans at SAS. Financial Times, 3 December: 21; Webb, S. and Betts, P. (1992). SAS looks for cupid in Europes open skies. Financial Times, 6 April: 19; Dagens Naeringsliv (1993). Analysts say Scandinavian Airlines System (SAS) must cut costs by more than Nkr 2.5bn. 23 November: 4. 45 Financial Times (1993). Airline merger hopes dashed by rift over US link. 22 November: 1. 46 Carnegy, H. (1994). SAS emerges from the red. Financial Times, 18 August: 18. 47 SAS Group Annual Report, 2006: 30. 48 Lin, X. (2002). SAS bogged down by neighborly turbulence. Dow Jones International News, 18 June. 49 Townsend, A. (2004). The LowdownSnowake is the SAS chief s hope in long-haul hell. Independent on Sunday, 4 January: 5. 50 Townsend (2004) op. cit.; SAS press releases: New offer from SAS Scandinavian Airlines meets changing demands of the market, 23 August 2004 and 60,000 snowake tickets for sale, 23 September 2004; Economist Intelligence UnitViewswire (2007) Sweden: transport and communications. 2 March. 51 SAS Group Annual Report, 2006: 30. 52 Ghemawat (1991). 53 Porter (1996). 54 Economist (2006a). Testing times. 30 March. 55 Economist (2006b). Cabin fever. Economist Global Agenda, 29 May. 56 Economist (2006c). Time for a new, improved model. 20 July. 57 Ibid. 58 Economist (2006a) op. cit. 59 Ibid. 60 For a stimulating view on how conicting strategic imperatives can be analysed and confronted, see Hampden-Turner, C. (1990). Charting the Corporate Mind. Blackwell, Oxford.
2: WHAT IS STRATEGIC MANAGEMENT? 61 There are a number of recent reviews of the work that was originally developed by Ghoshal and Bartlett in 1987 (Ghoshal, S. and Bartlett, C. A. (1987). Managing across borders: new organizational responses. Sloan Management Review, Fall: 43 53): for example Harzing, A.-W. (2000). An empirical analysis and extension of the Bartlett and Ghoshal typology of multinational companies. Journal of International Business Studies, 31/1: 10120; Buckley, P. J. and Casson, M. C. (1998). Models of the multinational enterprise. Journal of International Business Studies, 29/1; Caves, R. E. (1996). Multinational Enterprise and Economic Analysis. 2nd edn. Cambridge: Cambridge University Press; Lovelock, C. H. (1999). Developing marketing strategies for transnational service operations. Journal of Services Marketing, 13/45: 278 90. 62 See Meyer, J. W. and Rowan, B. (1977). Institutional organizations: formal structure as myth and ceremony. American Journal of Sociology, 83: 34063; DiMaggio, P. J. and Powell, W. W. (1983). The iron cage revisited: Institutional isomorphism and collective rationality in organizational elds. American Sociological Review, 48 (April): 147 60; and Abrahamson, E. (1996). Management fashion. Academy of Management Review, 21/1: 25485. 63 Probably the two most inuential works in the development of the concept of agency theory and the principalagent problem, and how publicly owned companies can be controlled, were Berle, A. A. and Means, G. (1932). The Modern Corporation and Private Property. New York: Commerce Clearing House, and Jensen, M. and Meckling, W. (1976). Theory of the rm: managerial behavior, agency cost and ownership structure. Journal of Financial Economics, 3: 305 60. 64 Collins and Porras (1994). 65 Freeman (1984). For a more recent review see Freeman and McVea (2005). 66 For a discussion of different models of capitalism, see Albert, M. (1993). Capitalism against Capitalism. London: Whurr; Hofstede, G. (1991). Cultures and Organizations. London: McGraw-Hill; and HampdenTurner, C. and Trompenaars, F. (1993). The Seven Cultures of Capitalism. New York: Doubleday. 67 See, for example, Williams, K. (2000). From shareholder value to present-day capitalism. Economy and Society, 29/1: 112; and Morin, F. (2000). A transformation in the French model of shareholding and management. Economy and Society, 29/1: 36 53. 68 The Observer (1999). The GM controversyhow seeds of doubt were planted. 23 May: 12. 69 OSullivan, K. (1999). EU to bring in moratorium on the approval of new GM foods. Irish Times, 25 June: 5; Economist (2004a). Another gene genie out of the bottle. Economist.com, 19 May. 70 Rhodes, T. (1999). Bitter harvest. The real story of Monsanto and GM food. The Sunday Times, 22 August; Economist (2002). Genetically modied company. 15 August; Economist (2006). Up from the dead. 4 May. 71 For reviews of trends in and inuences on corporate pay, see Bebchuk and Grinstein (2005), Rajgopal et al. (2006), Yermack (2006), and Brick et al. (2006), who nd evidence of cronyism. 72 See Pearce and Robinson (2004), Hebb and MacLean (2006), Danielson and Karpoff (2006), and Heron and Lie (2006). 73 This model is taken from Mitchell et al. (1997). 74 Friedman (1962, 1996). 75 Economist (2004). 76 Healey, T. (2004). The best safeguard against nancial scandal. FT.com, 11 March; Ibrahim, Y. (2004). The collapse of capitalism as we know it: corporate Disneyland. International Herald Tribune, 10 March; Agence France-Presse (2004). Another four top executives of PetroVietnam arrested amid new scandal. 26 August. 77 McLean, B. and Elkind, P. (2004). Now its Skillings turn: why Enrons ex-CEO will ght this thing until the day I die . Fortune, 8 March: 37; Teather, D. (2006). Trial in Texas. The Guardian, 26 January: 28; Barrionuuevo, A. (2006). Skilling sentenced to 24 years. New York Times, 24 October: 1; Doran, J. (2006). Skilling sentenced to 24 years in prison for Enron fraud. 24 October: 48. 78 Economist (2004). Beware of BondiParmalat. 7 August; Guardian (2005). Parmalat trial gets under way. Guardian Unlimited, 28 September; Reuters (2006a). Parmalat fraud hearings open in convention centre. 5 June; Reuters (2006b). Factboxve facts about Italys Parmalat trials. 5 June; Michaels, A. (2007). Deloitte settles Parmalat lawsuit. FT.com, 15 January; Agence FrancePresse (2005). Parmalat founder Tanzi prepares to face fraud charges. 26 September; Cova, B. (2005). The Parmalat fraud has generated too little reform. Financial Times, 7 November: 17.
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ONE: CORE CONCEPTS 79 Economist (2004b). Not so super consob. 5 February; Cova (2005) op. cit. 80 Bowen (1953) is widely recognized as the pioneer. 81 The case for businesses having a social responsibility ethos is put in Mintzberg (1983) and in papers by Bruno, Nichols, and Davis in Hoffman, W. M. and Moore, J. M. (eds) (1990). Business Ethics: Readings and Cases in Corporate Morality. New York: McGraw-Hill. The case against was put by Henderson (2001) and Friedman (1996). 82 Economist (1999). Sweatshop wars, 27 February: 78 9. 83 See Useem, J. (2000). Welcome to the new company town. Fortune, 10 January: 45 7; Levering, R. and Moskowitz, M. (2000). The 100 best companies to work for. Fortune, 10 January: 53 63; Economist (1999). How green is Browne? 17 April: 104; Economist (1999). Corporate hospitality. 27 November: 100; Porter, M. E. and van der Linde, C. (1995). Green and competitive: ending the stalemate. Harvard Business Review, SeptemberOctober: 120 33; Hutchison, C. (1996). Integrating environmental policy and business strategy. Long Range Planning, 29/1: 1121. For an interesting case study on environmental strategy in the carpet industry, one of the most polluting of all, see Kinkead, G. (1999). In the future, people like me will go to jail. Fortune, 24 May: 190 200. Some success factors for environmental strategies are suggested in Chiesa, V., Manzini, R., and Noci, G. (1999). Towards a sustainable view of the competitive system. Long Range Planning, 32/5: 519 30. 84 H&M Corporate Social Responsibility Report 2003, p. 5. 85 2003 Annual Report. 86 Rhodes (1999) op. cit. 87 Wigeld, M. (2001). A primer on the Microsoft antitrust case settlement. Dow Jones Newswires, 15 November; Warsh, D. (2001). Fighting back. Boston Globe, 6 November: D1; Krim, J. (2004). Microsoft settlement upheld: appeal for tougher sanctions rejected. Washington Post, 1 July: E01; Clark, D. and Greenberger, R. (2004). Microsoft wins approval of pact in antitrust case. Wall Street Journal, 1 July: A3. 88 See Boyd et al. (1997) and Norburn et al. (2000). 89 The European Commission in June 2004 stipulated that European listed companies from 2005 would either have to conform to US GAAP (Generally Accepted Accounting Practices) or IAS (International Accounting Standards) procedures. See for example the International Accounting Standards Boards website, <http://www.iasb.org>. 90 Adapted from Williams, K. (2000), op. cit. 91 This concept orginates from Johnson (1987). 92 For a discussion of punctuated equilibrium, see Tushman et al. (1986), Tushman and Romanelli (1985), and Romanelli and Tushman (1994). Time-paced evolution was identied by Brown and Eisenhardt (1997). 93 See Miller, D. (1990). The Icarus Paradox. New York: Harper Business. The term competency trap comes from Levitt, B. and J. G. March (1988). Organizational learning. Annual Review of Sociology, 14: 31940. Leonard-Barton, D. (1992). Core capabilities and core rigidities: a paradox in managing new product development. Strategic Management Journal, 13: 11125 was the rst to identify the notion of core rigidity. 94 Cope, N. (1999a). What the devil has happened to good old Marks and Spencer. The Independent, 15 January; Foster, G. (1999). Marks loses spark on fears over foods. Daily Mail, 2 March: 64; Rushe, D. (1999). Heads roll as St Michael halo slips further. Sunday Times, 3 October; Voyle, S. (1999). Retail giant faces up to fact that there will not be easy return to former glories. Financial Times, 3 November: 29; Dow Jones International News (2000). M&S Vandevelde: no less than 2yrs for full recovery. 23 May; Sampson, A. (2004). The trouble with fat cats is they lose touch with their customers. The Independent, 5 June: 39. 95 Marks and Spencer Annual Reviews 1999: 23, 2003: 61. Changes in accounting policies during these periods make it difcult to compare gures between reports, which is why we do not give precise prot gures. Figures are for prots before tax but net of exceptional items. 96 Marks and Spencer Annual Reviews 2003: 61; 2007: 34. 97 Financial Times (1999). St Michael comes a cropper and tarnishes his halo. 15 January: 21; Cope, N. (1999a) op. cit.; Bevan (2002); Braid, M. (1999). Cool? It has all the verve and style of a Saga holiday. The Independent, 19 May.
2: WHAT IS STRATEGIC MANAGEMENT? 98 Jarvis, P. (1999). Marks & Spencers CEO well received despite pft Dive. Dow Jones International News, 18 May; Braid (1999) op. cit.; Cope (1999a) op. cit.; Walters, J. (1999a). Giants under threat. The Observer, 16 May: 5; Polan, B. and Turner, L. (2000). Has M&S forgotten who shops there?. Daily Mail, 25 September: 24. 99 Walters (1999a) op. cit.; Laurance, B. (1999). How the bad guys blew it down Baker Street. The Observer, 17 January: 3. 100 Cope (1999a) op. cit.; Foster, G. (1999). Marks loses spark on fears over foods. Daily Mail, 2 March: 64; Walters (1999a) op. cit. 101 Cope, N. (1999b). M&S loses market share to Bhs, The Independent, 19 July: 17. 102 Hollinger, P. (1999). M&S axes 25% of top managers. Financial Times, 25 February: 29; Norris, D. (1999). Flagging M&S plans to shed 200 managers . Daily Mail, 15 February: 15; Guerrera, F. (1999). Dismay at M&S over job cuts. The Independent, 6 April: 13; Financial Times (1999) op. cit. 103 This is Peter Salsburys own admission, as reported in the Financial Times (1999) op. cit. 104 Quoted in Steiner, S. (1999). How grey cast a shadow over prots at M&S. The Times, 19 May: 7. 105 Braid (1999) op. cit.; Cope (1999a) op. cit.; Polan and Turner (2000) op. cit; Hart-Davis, R. (2000). Has Marks found its Sparks again? The Mail on Sunday, 18 June: 32. 106 The Observer (2007). M&S chief bets on restaurants, revamps and foreign stores. 20 May: 5; Cartner-Morley, J. (2007). Catwalk condence: buoyant M&S unveils autumn collections. The Guardian, 25 May; Hall, J. (2007). How I brought the M&S animal back to life. The Sunday Telegraph, 27 May: 7; Elliott, V. (2007). Womens Institute members are the secret weapon behind M&S success. The Times, 6 June: 3; Croft, C. (2007). National treasures. Sunday Times, 17 June: Style 33. 107 Rushe, D. (1999). Shopsoiled. Sunday Times, 28 February. 108 See, for example, Bevan (2002); Economist (2000). Does M&S have a future?. 28 October; Voyle, S. (2000). Troubleshooter sets out his stall. Financial Times, 4 April 2000: 17; Robinson, E. (1999). In search of a fresh spark. Financial Times, 1 October: 4. 109 The quotation is from Walters, J. (1999b). The harder they fall. The Observer, 16 May: 5. See also Sampson (2004) op. cit. 110 The quotation is from Brummer, A. (1999). M&S hair shirt will prove uncomfortable. The Guardian, 19 May: 23. Simlar observations are made by Finch, J. (1999). Desperation time at M&S as prots fall 43%. The Guardian, 3 November: 5; Financial Times (1999) op. cit. and Lex column markdown. 15 January; Walters (1999a) op. cit. Salsburys own admission is cited by Voyle (1999) op. cit. 111 Vogl, A. J. (2004). The Anti-CEO. Across the Board, 41/3. 112 Ibid. 113 Ricardo Semlers books include the autobiographical Maverick: The Success Story Behind the Worlds Most Unusual Workplace, published in 1993 (New York: Warner Books), which was on the bestseller lists in 12 countries and sold more than 1 million copies, and in 2004, The Seven-day Weekend: Changing the Way Work Works (New York: Portfolio/Penguin USA). Nearly 2,000 executives and researchers from around the world have travelled to Brazil to study the company. 114 Financial Times (1997). Its still rock and roll to meSemcos Chief . 15 May: 18. 115 Extract from Semler (2004) op. cit. 116 Ibid. 117 Ibid., available online at <http://www.inc.com/articles/2004/03/7dayweekend.html>, accessed 29 May 2005. 118 Semler, R. (2000). How we went digital without a strategy. Harvard Business Review, 78/5. 119 Ibid. 120 Vogl (2004) op. cit. 121 Semler (2000) op. cit. 122 Vogl (2004) op. cit.
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CHAPTER TWO

What is Strategic Management?

2: WHAT IS STRATEGIC MANAGEMENT?

2.1 Strategybasic concepts

Can unplanned, opportunistic, or forced decisions or actions really be called strategies?

Commitment: Strategic decisions involve making choices, and committing resources

ONE: CORE CONCEPTS

Worked Example 2.1 Identifying strategic and non-strategic decisions in H&M

For other companies, that have not previously expanded

This was a strategic decision: it involved a major outlay

This is not a strategic decision. It was a means of obtaining

Practical dos and donts

2: WHAT IS STRATEGIC MANAGEMENT?

Deliberate, emergent, imposed, and realized strategies

ONE: CORE CONCEPTS

Inten d strat ed egy Delib erate strat

egy Real iz strat ed egy

Figure 2.1 Strategy development processes (Mintzberg and Waters, 1985)

2: WHAT IS STRATEGIC MANAGEMENT?

ONE: CORE CONCEPTS

Real-life Application 2.1 Hondas strategydeliberate or

Using Evidence 1.1 Assessing modes of strategy development

2: WHAT IS STRATEGIC MANAGEMENT?

Table 2.1 Modes of strategy-making

Muddling through Externally dependent

Adapted from Hart (1992) and Bailey and Johnson (1995)

2.2 How strategy happens

The rational mode

ONE: CORE CONCEPTS

The command mode

The symbolic mode

2: WHAT IS STRATEGIC MANAGEMENT?

ONE: CORE CONCEPTS

The transactive mode

The generative mode

2: WHAT IS STRATEGIC MANAGEMENT?

2.2.6 Muddling through mode

We look at power in more

Real-life Application 2.2 Strategizing in a British symphony

ONE: CORE CONCEPTS

A number of problems led to increasing despair at a lack of a coherent artistic policy or

Externally dependent mode

2: WHAT IS STRATEGIC MANAGEMENT?

2.3 Where strategy happens

ONE: CORE CONCEPTS

2: WHAT IS STRATEGIC MANAGEMENT?

We examine the issues

2.4 What makes for a good strategy

ONE: CORE CONCEPTS

2: WHAT IS STRATEGIC MANAGEMENT?

ONE: CORE CONCEPTS

Real-life Application 2.3 Problems at SAS

Creative Strategizing 2.1

2: WHAT IS STRATEGIC MANAGEMENT?

its architecture. By helping people communicate and share knowledgeand therefore

2.5 The management of risk, trade-offs,

commitment, and paradox

We analyse the costs of