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Tytuł artykułu

Approach to strategy and enterprise size

Autorzy
Wybrane pełne teksty z tego czasopisma
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Warianty tytułu
PL
Charakter realizowanej strategii w przedsiębiorstwach różnej wielkości
Języki publikacji
EN
Abstrakty
EN
The article describes the subject of approach to strategy based on the current classification differentiating five types of approach specified on the basis of three features relating to business environment, such as predictability (ability to forecast), malleability (ability to shape) and harshness (ability to survive). The research demonstrated the existence of a correlation between the approaches and the size of an enterprise, indicating that small organisations most often apply a classical and renewal strategy. Medium-sized companies, however, are characterised by a low pressure on visionary behaviour and the shaping of the boundaries of the business environment. They therefore select most often a classical and adaptive approach. Large enterprises, according to the assumptions made, most often demonstrate the ability to change the conditions of competitive struggle and create new markets by showing a visionary approach.
PL
Artykuł opisuje tematykę podejścia strategicznego bazując na aktualnej klasyfikacji wyróżniającej pięć rodzajów podejść wyszczególnionych na podstawie trzech cech dotyczących otoczenia biznesowego, takich jak przewidywalność (zdolność prognozowania), podatność na wpływy (zdolność Przeprowadzone badania wykazały istnienie związku pomiędzy wyszczególnionymi podejściami a rozmiarem przedsiębiorstwa, wskazując, iż małe podmioty najczęściej realizują strategię klasyczną i odnowy. Średnie firmy natomiast charakteryzują się niską presją na zachowania wizjonerskie i kształtowanie granic otoczenia. Wybierają więc najczęściej podejście klasyczne oraz adaptacyjne. Duże podmioty, zgodnie z przyjętymi założeniami, najczęściej wykazują możliwości zmiany warunków gry konkurencyjnej oraz kreowania nowych rynków, prezentując podejście wizjonerskie.
Czasopismo
Rocznik
Strony
117--127
Opis fizyczny
Bibliogr. 29 poz., rys., tab.
Twórcy
autor
  • University of Economics in Wroclaw
Bibliografia
  • 1. Burnes B. (2004), Managing Change: A Strategic Approach to Organisational Dynamics, Pearson Education Limited, Edinburgh.
  • 2. Campbell-Hunt, C. (2000), What have we learned about generic competitive strategy? A meta-analysis, Strategic Management Journal, Vol. 21.
  • 3. DeSarbo, W.S., Di Benedetto, C.A., Jedidi, K. and Song, M. (2006), Identifying sources of heterogeneity for empirically deriving strategic types: a constrained finite-mixture structural-equation methodology, Management Science, Vol. 52, No. 6.
  • 4. Di Benedetto A., Song M. (2003), The relationship between strategic type and firm capabilities in Chinese firms, International Marketing Review, Vol. 20, iss 5.
  • 5. Doty D., Glick W., Huber G. (1993), Fit, equifinality and organizational effectiveness: a test of two confi gurational theories, Academy of Management Journal, Vol. 36, No.6.
  • 6. Dvir D., Segev E., Shenhar A. (1993), Technology’s varying impact on the success of strategic business units within the Miles and Snow’s typology, Strategic Management Journal, Vol. 14.
  • 7. García-Pérez A., Yanes-Estévez V., Ramón Oreja-Rodríguez J., González-Dávila E. (2014), Strategic positioning and strategic types of small firms, Journal of Small Business and Enterprise Development, Vol. 21, iss. 3.
  • 8. Gimenez, F. (2000), The benefits of a coherent strategy for innovation and corporate change: a study applying Miles and Snow’s model in the context of small firms, Small Enterprise Strategy, Vol. 9 no. 4.
  • 9. Hakala H. (2011), Strategic orientations in management literature: Three approaches to understanding the interaction between market, technology, entrepreneurial, and learning orientations, International Journal of Management Reviews, No 13 (2).
  • 10. Hagen B., Zucchella A., Cerchiello P., De Giovanni N. (2012), International strategy and performance—Clustering strategic types of SMEs, International Business Review, Vol. 21, no. 3.
  • 11. Hill, C. (1988), Differentiation versus low cost or differentiation and low cost? A contingency framework, Academy of Management Journal, Vol. 25.
  • 12. James W., Hatten K. (1994), Evaluating the performance effects of Miles and Snow’s strategic archetypes in banking, 1983 to 1987: big and small, Journal of Business Research, Vol. 31.
  • 13. Kabanoff, B., Brown, S. (2008), Knowledge structures of prospectors, analysers, and defenders: content, structure, stability and performance, Strategic Management Journal, Vol. 29, No. 2.
  • 14. Kotler P., Caslione J. (2009), Chaotics: The Business of Managing and Marketing in the Age of Turbulence, American Management Association, New York, 2009.
  • 15. Kickul, J., Gundry, L.K. (2002), Prospecting for strategic advantage: the proactive entrepreneurial personality and small firm innovation, Journal of Small Business Management, Vol. 40, No. 2.
  • 16. Laforet, S. (2008), Size, strategic and market orientation affects on innovation, Journal of Business Research, Vol. 61, No. 7.
  • 17. Lavie, D., Fiegenbaum, A. (2003), The dominant strategic positioning of foreign MNCs: a typological approach and the experience of Israeli industries, Journal of Business Research, Vol. 56, No. 10.
  • 18. Matsuno K., Mentzer J. (2000), The effects of strategy type on the market orientation-performance relationship, Journal of Marketing, Vol. 64, October.
  • 19. Miles R., Snow C. (1978), Organizational Strategy, Structure and Process, Prentice-Hall, New York.
  • 20. Moreno A., Casillas J. (2008), Entrepreneurial orientation and growth of SMEs: A causal model, Entrepreneurship Theory and Practice, Vol. 32, No. 3.
  • 21. O’Regan, N., Ghobadian, A. (2006), Perceptions of generic strategies of small and medium sized engineering and electronics manufacturers in the UK: the applicability of the Miles and Snow typology, Journal of Manufacturing Technology Management, Vol. 17, No. 5.
  • 22. Parnell J. (2006), Generic strategies after two decades: a reconceptualization of competitive strategy, Management Decision, Vol. 44, iss. 8.
  • 23. Porter, M. (1980), Competitive Strategy: Techniques for Analyzing Industries and Competitors, Free Press, New York.
  • 24. Porter, M. (1985), Competitive Advantage: Creating and Sustaining Superior Performance, Free Press, New York.
  • 25. Reeves M., Haanaes K., Sinha J. (2015), Your strategy needs a strategy. How to Choose and Execute the Right Approach, Harvard Business Review Press, Boston, Massachusetts.
  • 26. Salavou H. (2010), Strategy types of service firms: evidence from Greece, Management Decision, Vol. 48, iss. 7.
  • 27. Salavou H., Halikias J., (2009), Strategy types of exporting firms: a view on the basis of competitive advantage, European Business Review, Vol. 21, iss. 2.
  • 28. Shoham A., Evangelista F., Albaum G. (2002), Strategic firm type and export performance, International Marketing Review, Vol. 19, no. 3.
  • 29. Spanos, Y.E., Zaralis, G., Lioukas, S. (2004), Strategy and industry effects on profitability: evidence from Greece, Strategic Management Journal, Vol. 25.
Typ dokumentu
Bibliografia
Identyfikator YADDA
bwmeta1.element.baztech-a96c7427-8723-462b-b399-4a3bb50d6a67
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