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Summary FAST LEARNING: Strategy - an international perspective (5th edition) with READINGS

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  • Course
  • Strategie
  • Institution
  • Radboud Universiteit Nijmegen (RU)
  • Book
  • Strategy

A brief summary of the main points of the book: strategy - an international perspective by Bob de Wit and Ron Meyer (5th edition). In addition to a summary of the chapters, the readings which are also summarized in the book.

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Document information

  • Yes
  • April 5, 2016
  • 42
  • 2017/2018
  • Summary

Subjects

  • fast learning
  • strategy
  • strategy
  • the white
  • meyer
  • business administration
  • 5th edition
  • readings
  • international strategy
  • fast learning
  • international perspective

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Samenvatting strategy - an international perspective by
Bob de Wit & Ron Meyer (5th edition)
Hoofdstuk 1: introduction

Approaches for identifying the strategy issues

Tools driven: each tool comes first, you combine them to solve the problems later
(tool  problem)

Problem driven: you have a problem and you’re searching for the tools to fix
them (problem  tools)

Two important inputs for strategy:

- Cognitive process of individual strategists (strategizing)
- Purpose as the impetus for strategy activities (missioning and
visioning)

Strategic dimensions:

1. Strategy content: business, corporate and network levels (what)

Strategic content: combined decisions and choices that lead a company to the
future = what Strategies can be made for different groups of people or activities.
The lowest level of aggregation is one person or task, the highest level contains
all people or activities.  what should be the strategy?

- Functional level: specific functional aspects of a company
- Business level: integration of functional level for distinct set of products or
service intended for a specific group of customers (often the highest level
in a firm when companies only operate in one business)
- Corporate level: companies with two or more businesses, which aligns the
various business level strategies
- Network level: higher than the individual organization; cluster of groups of
two or more collaborating organizations

2. Strategy process: forming, changing and innovating (how, who,
when)

Strategic process: the manner in which strategies come about = how, who and
when The manner in which strategies come about. Strategy
process is a basically linear progression with a number of distinct steps (analysis,
formulation and implementation stage).

How should the strategy be made? Who is involved? When do the activities take
place?

3. Strategic context: industry, organizational and international
(where)

,Strategic context: the set of circumstances under which both the strategy
content and process are determined = where

Every strategy context is unique and managers must strive for a fit between
strategic process, content and circumstances in the context.

Where do the activities take place?

3 aspects:

- Industry context: does the industry set the rules or do companies have
freedom to choose?
- Organizational context: do organizational circumstances determine
strategy process and strategy content?
- International context: is adapting to the diversity of the international
context required or is their freedom for the company to chose themselves?

Strategic tensions and dilemmas:

- Trade-offs: a problem situation in which there are many possible solutions,
each striking a different balance between conflicting pressures.
- Paradoxes (unsolvable): a situation in which two seemingly contradictory
factors appear to be true at the same time.

Dealing with paradoxes (several ways):

- Navigating: focus on one contrary element at the time
- Parallel processing: separate the contrary demands in different internal or
external organizational units (outsourcing products while focusing on R&D)
- Balancing: manage opposite demands by trading of elements
- Juxtapositioning: manage opposite demands on a permanent basis
- Resolving: develop a new synthesis between competing demands or by
exploiting the tension
- Embracing: embrace and actively use the tension as a source of creativity
and opportunity

Reading 1.1: complexity: the nature of real world problems

- Wicked problems: can be compared to a web of tentacles. The more you
attempt to tame them, the more complicated they become (these
problems very unclear and hard to solve).
Characteristics of wicked problems:
1. Interconnectedness
2. Complicatedness
3. Uncertainty
4. Ambiguity
5. Conflict
6. Societal restraints

Quest for new methods: criteria for the design of real world problem-solving
methods are:

, 1. Participative: methods must incorporate the active involvement of groups
of people
2. Adversarial: best judgment on the assumptions in a complex position is
rendered in the context of the opposition
3. Integrative: unified set of assumptions as a coherent plan of action are
needed to guide effective policy planning and strategy making
4. Managerial mind supporting: the policy-makers thinking process needs to
be supported



Reading 1.2: managing strategic contradictions

Top management teams balance short term performance and long-term
adaptability. Balanced strategic decisions are based on two criteria: 1. Their
disruptive natures and 2. Their integrative nature.

1. Cognitive biases define how managers understand a situation, seek
information and make decisions.
2. Cognitive frames are stable constructs that provide a lens to understand a
situation (create a context for complex behavioral response).
3. Cognitive processes are behavioural routines and ways that managers use
to think about and respond to information

Antecedents of leader centric teams: leaders are able to manage paradoxical
cognitions and balance strategic decisions with teams that exhibit:

1. distinct roles, goals and rewards
2. supportive integrator
3. high quality leader member interactions, but limited member-member
interactions
4. leader coaching to reinforce differentiation.

Antecedents of team centric teams: each team member offers contribution
through interactions with the others. Team centric teams exhibit:

1. real teams: clear sense of boundaries
2. roles, goals and rewards at multiple levels of analysis
3. frequent team interaction
4. leader coaching to facilitate integration

Reading 1.3: cultural constraints in management theories

the role of managers and their importance is different for different countries and
cultures:

1. Germany: the engineer is the hero, not the manager. Highly skilled German
workers don’t necessarily need a manager. High rate of personnel in
productive roles.
2. Japan: the core of the enterprise is the permanent worker group. Large
extent of control through peer group rather than by managers

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