MULTI-DIMENSIONAL MEASURE OF STRATEGY DEVELOPMENT PROCESS FROM A DIFFERENT CONTEXT: AN EMPIRICAL RESEARCH ON TURKISH MANAGERS

Year 2015, Volume: 2 Issue: 2, 115 - 134, 29.06.2015

Zafer Ozleblebici

Abstract

The purpose of this paper is to provide another explanation of strategy development process from a different context. Even though several studies exploring different approaches to strategy development process have been employed, most of them have examined organizations in similar samplings, more specifically Anglo-Saxon cultures/countries. Therefore, in order to explore the strategy development approaches from a different context, the paper aims to expose and describe the strategy development modes followed within organisations from a developing/emerging country based on the perceptions of managers. Towards that end, the paper reveals another multi-dimensional framework of strategy development to more clearly understand the process by which strategy develops within another context. By using factor analysis the study identifies and moreover categorizes six different modes of strategy among organisations.

Keywords

Strategy, strategy development, strategy mode, multidimensional process, strategic management

References

• Andrews, K.R. (1971) The Concept of Corporate Strategy, Dow-Jones Irwin, Homewood, IL.
• Ansoff, H.I. (1965) Corporate Strategy, McGraw Hill, New York.
• Ansoff, H.I. (1987) ‘The emerging paradigm of strategic behaviour’, Strategic Management Journal, Vol. 8, No. 6, pp.501-515.
• Bailey, A., Johnson, G. and Daniels, K. (2000) ‘Validation of a multi-dimensional measure of strategy development processes’, British Journal of Management, Vol.11, No. 2, pp.151-162.
• Bartlett, F.C. (1932) Remembering: A Study in Experimental and Social Psychology, Cambridge University Press, Cambridge.
• Beavers, A.S., Lounsbury, J.W., Richards, J.K., Huck S.W., Skolits, G.J. and Esquivel, S.L. (2013) ‘Practical considerations for using exploratory factor analysis in educational research’, Practical Assessment, Research & Evaluation, Vol.18, No.6, pp.1-13.
• Bracker, J. (1980) ‘The historical development of the strategic management concept’, The Academy of
• Management Review, Vol.5, No.2, pp.219-224. Brannback, M. and Nasi, J. (2001) ‘Logic concepts in strategic thinking’, Innomarket Technical Reports, Vol.9, pp.1
• Bourgeois, L.J. and Brodwin, D. (1984) ‘Strategic implementation: Five approaches to an elusive phenomenon’,
• Strategic Management Journal, Vol.5, No.3, pp.241-264. Burns, R.B. and Burns, R.A. (2008), Business Research Methods and Statistics Using SPSS, Sage, London.
• Caplan, R.D., Naidu, R.K. and Tripathi, R.C. (1984), ‘Coping and defense: Constellations vs. Components’, Journal of Health and Social Behaviour, No.25, pp. 303–320.
• Chaffee, E. (1985) ‘Three models of strategy’, Academy of Management Review, Vol.10, No.1, pp. 89-98.
• Chandler, A.D. (1962), Strategy and Structure: Chapters in the History of the Industrial Enterprise, The M.I.T. Press, Cambridge.
• Cliff, N. (1987), Analyzing Multivariate Data, Harcourt Brace Jovanovich, San Diego.
• Collier, N., Fishwick, F. and Floyd, S.W. (2004) ‘Managerial involvement and perceptions of strategy process’,
• Long Range Planning, Vol.37, No.1, pp.67-83. Cooper, D.R. and Schindler, P.S. (2006), Business Research Methods, McGraw-Hill, Irwin.
• Cortina, J.M. (1993) ‘What is coefficient alpha? An examination of theory and applications’, Journal of Applied Psychology, No.78, pp. 98–104.
• Cronbach, L.J. (1951) ‘Coefficient alpha and the internal structure of tests’, Psychometrika, Vol.16, No.3, pp. 297– 3
• Drucker, P. (1954), The Practice of Management, Harper & Brother, New York..
• Field, A. (2000), Discovering Statistics Using IBM SPSS Statistics, Sage, London.
• Grandori, A. (1984), ‘A prescriptive contingency view of organizational decision making’, Administrative Science Quarterly, No.29, pp. 192-206.
• Ginter, P. and Rucks, A. (1985), ‘Planners’ perceptions of the strategic management process’, Journal of
• Management Studies, Vol.22, No.6, pp. 581-596. Gorsuch, R. L. (1983), Factor analysis, Lawrence Erlbaum Associates, Hillsdale New Jersey.
• Haberberg, A. and Rieple, A. (2001), The Strategic Management of Organizations, Prentice Hall, Arlow.
• Hair, J.F., Black, W.C., Babin, B.J., Anderson, R.E. and Tatham, R.L.(2006), Multivariate Data Analysis, Pearson
• Prentice Hall, New Jersey. Hart, S. (1987) ‘The use of the survey in industrial marketing research’, Journal of Marketing Management, No.3, pp. 25-38.
• Hart, S. (1992) ‘An integrative framework for strategy-making processes’, Academy of Management Review, Vol.17, No.2, pp. 327-351.
• Hofer, C.W. and Schendel, D. (1978), Strategy Formulation: Analytic Concepts, St.Paul, West.
• Hoskisson, R.E., Hitt, M.A., Wan, W.P. and Yu, D. (1999) ‘Theory and research in strategic management: Swings of a pendulum’, Journal of Management, Vol.25, No.3, pp.417–456.
• Hoskisson, R.E., Eden, L., Ming Lau, C. and Wright, M. (2000) ‘Strategy in emerging economies’, Academy of
• Management Journal, Vol.43, No.3, pp. 249-267. Huber, G.P. and Power, D.J. (1985) ‘Retrospective reports of strategic-level managers: Guidelines for increasing their accuracy’, Strategic Management Journal, No.6, pp.564-577.
• Idenburg, P.J. (1993) ‘Four styles of strategy development’, Long Range Planning, Vol.26, No.6, pp. 132-137.
• Jelenc, L. (2004) Škole strateškog menadžmenta koje najviše utječu na praksu srednjih i velikih poduzeća
• Primorsko-goranske županije, Unpublished Master Thesis, University of Ljubljana. Jelenc, L. and Raguz, V. (2010) ‘Developing propositions for empirical testing of the schools of strategic management; pattern and remarks’, Ekonomski Pregled, Vol.61, No.3-4, pp. 215-237.
• Kaiser, H.F. (1974) ‘An index of factorial simplicity’, Psychometrika, No.39, pp. 31-36.
• Kay, J. (1995), Foundations of Corporate Success: How Business Strategies Add Value, Oxford, London.
• Keeton, K.B. and Mengistu, B. (1992) ‘The Perception of organizational culture by management level:
• Implications for training and development’, Public Productivity & Management Review, Vol.16, No.2, pp. 205- 2
• Kim, S. (2011), Is Your Strategy Working Out Now? Strategic Inquiry as Leadership. Master of Sciences Thesis, The MIT Sloan School of Management, Massachusetts Institute of Technology (MIT).
• Kotha, S., Dunbar, R.L.M. and Bird, A. (1995) ‘Strategic action generation: a comparison of emphasis placed on generic competitive methods by U.S. and Japanese managers’, Strategic Management Journal, Vol.16, No.3, pp. 195-2
• Laher, S. (2010). ‘Using exploratory factor analysis in personality research: Best-practice recommendations’, SA
• Journal of Industrial Psychology, Vol.36, No.1, Art.#873, 7 pages. McKiernan, P. (1996), Historical Evolution of Strategic Management, Aldershot, I.Dartmouth.
• Miles, R.E. and Snow, C.C. (1978), Organizational Strategy, Structure, and Process, McGraw-Hill, New York.
• Mintzberg, H. and Waters, J.A. (1978) ‘Patterns in strategy formation’, Management Science, No. 24, pp. 934– 9
• Mintzberg, H. (1987), ‘Crafting Strategy’, Harvard Business Review, Vol. 65, No.4, pp. 66-75.
• Mintzberg, H., Ahlstrand, B. and Lampel, J. (1998), Strategy Safari: The Complete Guide through the Wilds of
• Strategic Management, Financial Times, London. Nulty, D.D. (2008) ‘The adequacy of response rates to online and paper surveys: what can be done?’, Assessment
• & Evaluation in Higher Education, Vol.33, No.3, pp. 301–314. Parnell, J.A. (2003) ‘Variations in strategic philosophy among American and Mexican managers’, Journal of
• Business Ethics, Vol.50, No.3, pp. 267-278. Parnell, J.A., Lester, D.L. (2003) ‘Towards a philosophy of strategy: reassessing five critical dilemmas in strategy formulation and change’, Strategic Change, Vol.12, No.6, pp. 291-303.
• Pett, M.A., Lackey, N.R. and Sullivan, J.J. (2003), Making Sense of Factor Analysis: The use of factor analysis for instrument development in health care research, Sage, California.
• Pettigrew, A.M. (1987), ‘Context and action in the transformation of the firm’, Journal of Management Studies, Vol.24, No.6, pp. 649-699.
• Phillips, L.W. and Bagozzi, R.P. (1986) ‘On measuring organizational properties of distributional channels: methodology issues in the use of key informants’, Research in Marketing, No.8, pp. 313-369.
• Robinson, J.P., Shaver, P.R. and Wrightsman, L.S. (1991) ‘Criteria for scale selection and evaluation’, in Robinson,
• J.P., Shaver, P.R. and Wrightsman, L.S. (Eds.), Measures of Personality and Social Psychological Attitudes, Academic Press, San Diego. Saunders, M., Lewis, P. and Thornhill, A. (2003), Research Methods for Business Students, FT Prentice Hall, London.
• Segal-Horn, S. (1998), The Strategy Reader, The Open University, Blackwell Publishers Ltd, Oxford.
• Selznick, P. (1957), Leadership in Administration: A Sociological Interpretation, Harper and Row, New York..
• Shekhar, V. (2009) ‘Perspectives in strategic management a critique of strategy safari: the complete guide through the wilds of strategic management’, The Icfai University Journal of Business Strategy, Vol. VI, No.2, pp. 43
• Shrivastava, P. and Grant, J. (1985) ‘Empirically derived models of strategic decision-making processes’, Strategic
• Management Journal, No.6, pp. 97-113. Steiner, G.A. and Miner, J.B. (1977), Text, Readings, and Cases, Macmillan, New York.
• Tabachnick, B.G. and L.S. Fidell (2007), Using multivariate statistics. Boston: Pearson Education Inc.
• Tsoukas, H. and Knudsen, C. (2002), ‘The conduct of strategy research’, in De Oliveira, B.J.(2008), Strategy Tools’
• Use in The Largest Companies in Portugal, Unpublished Master Thesis, Instituto Superior das Ciências do Trabalho e da Empresa (ISCTE), Lisbon. Volberda, H.W. and Elfring, T. (2001), Rethinking Strategy, Sage, London.
• Whittington, R. (1993), What is Strategy – and Does It Matter?. Routledge, London.
• Williams, B., Brown, T. and Onsman, A. (2010) ‘Exploratory factor analysis: A five-step guide for novices’,
• Australasian Journal of Paramedicine, Vol.8, No.3, Vol. 1-13.