The paper "Ways of Doing Strategies" is an outstanding example of a management assignment. The idea of strategic management still remains relevant and applicable in most organizations across the world. The existence of this concept supports the use of strategies to cope in a highly competitive and challenging environment (Bisbe, & Malagueno 2012). The organisational leadership seeks to formulate strategies at different levels to deal with certain work-related issues. It means that business leaders apply strategies to achieve specific goals. In respect of this, leadership formulates strategies with organisational goals in mind.
It ensures that every strategy is in line with goals and objectives. According to managers, strategies provide reliable guidance in an organisation and influence people’ s behaviour (Buller, & McEvoy 2012). For instance, organisational strategies direct operations towards set goals hence making it easier to realise them. They also sustain organisational existence whereby it copes with ever-rising competition and environmental challenges. Article Annotation The major issue raising unending debate in strategic management is strategy formulation and execution. There is a wide gap between formulation and implementation or execution of strategies within an organisation.
Top management which usually consists of key leaders in the organisation formulate strategies. However, they delegate execution mandate to middle-level managers and other employees. They (top leaders) do very little or absolutely nothing withholding consultation with the people they entrust in executing company strategies. In this case, it is possible to find many middle-level managers who do not even understand organisational strategies. How can one execute a strategy he or she does not fully understand? If the manager finds it difficult to understand, what about other employees who are core players in the execution stage? Due to the existing debate about the gap between strategy execution and formulation, people have diverse views on this particular topic.
When formulation becomes the sole responsibility of top leadership leaving others to carry on the execution, then it might be hard to realise organisational goals.
– Assignment One
Bisbe, J., & Malagueno, R. (2012). Using strategic performance measurement systems for strategy formulation: Does it work in dynamic environments?. Management Accounting Research, 23(4), 296-311.
Buller, P. F., & McEvoy, G. M. (2012). Strategy, human resource management and performance: Sharpening line of sight. Human resource management review, 22(1), 43-56.
Hrebiniak, L. (2013). Making strategy work: Leading effective execution and change. FT Press.
Kaplan, R., & Norton, D. P. (2013). The execution premium: Linking strategy to operations for competitive advantage. Harvard Business Press.
Reference – Assignment Two
Aloui, R., Aïssa, M. S. B., & Nguyen, D. K. (2011). Global financial crisis, extreme interdependences, and contagion effects: The role of economic structure?. Journal of Banking & Finance, 35(1), 130-141.
Bisley, N. (2013). Asia's Emerging Strategic Landscape: Change and Continuity in the Asian Century. Griffith Asia Quarterly, 1(1), 1-29.
Cecchetti, S. G. (2011, October). Monetary policy lessons learned from the crisis and the post-crisis landscape. In SEACEN-CEMLA Conference.
Diamond, P., & Liddle, R. (2012). Aftershock: The post-crisis social investment welfare state in Europe. Towards a Social Investment Welfare State? Ideas, Policies and Challenges, 285-308.
Papatheodorou, A., Rosselló, J., & Xiao, H. (2010). Global economic crisis and tourism: Consequences and perspectives. Journal of Travel Research, 49(1), 39-45.
Reference – Assignment Three
Anderson, D. R. (2012). An introduction to management science: Quantitative approaches to decision making. Cengage Learning.
Janssen, M., Charalabidis, Y., & Zuiderwijk, A. (2012). Benefits, adoption barriers and myths of open data and open government. Information Systems Management, 29(4), 258- 268.
McAfee, A., & Brynjolfsson, E. (2012). Big data: the management revolution. Harvard business review, 90(10), 60-68.
Vertesi, J., & Dourish, P. (2011, March). The value of data: considering the context of production in data economies. In Proceedings of the ACM 2011 conference on Computer supported cooperative work (pp. 533-542). ACM.
Reference – Assignment Four
Baumgartner, R. J., & Ebner, D. (2010). Corporate sustainability strategies: sustainability profiles and maturity levels. Sustainable Development, 18(2), 76-89.
Linnenluecke, M. K., & Griffiths, A. (2010). Corporate sustainability and organizational culture. Journal of World Business, 45(4), 357-366.
Lourenço, I. C., Branco, M. C., Curto, J. D., & Eugénio, T. (2012). How does the market value corporate sustainability performance?. Journal of business ethics, 108(4), 417- 428.
Montiel, I., & Delgado-Ceballos, J. (2014). Defining and Measuring Corporate Sustainability Are We There Yet?. Organization & Environment, 1086026614526413.
Reference – Assignment Five
Schaltegger, S., & Wagner, M. (2011). Sustainable entrepreneurship and sustainability innovation: categories and interactions. Business Strategy and the Environment, 20(4), 222-237.
Schaltegger, S., LÁ? deke–Freund, F., & Hansen, E. G. (2012). Business cases for sustainability: the role of business model innovation for corporate sustainability. International Journal of Innovation and Sustainable Development, 6(2), 95-119.
Seebode, D., Jeanrenaud, S., & Bessant, J. (2012). Managing innovation for sustainability. R&D Management, 42(3), 195-206.
Tian, X., & Wang, T. Y. (2014). Tolerance for failure and corporate innovation. Review of Financial Studies, 27(1), 211-255.
Reference – Assignment Six
Acharya, V. V., Gottschalg, O. F., Hahn, M., & Kehoe, C. (2013). Corporate governance and value creation: Evidence from private equity. Review of Financial Studies, 26(2), 368- 402.
Davies, M. A. (2012). Best practice in corporate governance: building reputation and sustainable success. Gower Publishing, Ltd..
Mirvis, P. H. (2012). Corporate Social Responsibility. Encyclopedia of Human Resource Management, Key Topics and Issues. Pfeiffer & Company, 153-158.
Solomon, J. (2011). Corporate governance and accountability. John Wiley & Sons.
Spitzeck, H., & Hansen, E. G. (2010). Stakeholder governance: how stakeholders influence corporate decision making. Corporate Governance, 10(4), 378-391.