Frameworks for the magement of technology: towards a contingent approach

The purpose of this paper is to examine different approaches to the management of technology (or MOT). From a historical perspective, the strategic MOT seems to be the latest trend in the development of MOT. To illustrate this, the field of MOT is divided into four schools of thought: the R&D management school, the innovation mangement school, the technology planning school and the strategic MOT school. This leads to an examination of the assumptions concerning the content and process of these schools. A number of implications of taking a strategic approach to the MOT are discussed.     

Future-oriented technology analysis as a driver of strategy and policy

The methodology known as strategic foresight is an important tool to be used in long-term strategic planning activities and in support of the decision making process in public as well as private sectors. This article addresses the use of strategic foresight applied to the strategic management plan for an agency that deals with the funding and promotion for the development of science, technology and innovation in Brazil, and the logic that permeated its construction, promoting an alliance of the concepts of strategy and foresight. It has as key elements the long-term vision and the adoption of participatory approach and qualitative and quantitative methods. The methodological framework involved the use of different techniques, methods and tools, including, among others, web survey, diagnosis, SWOT, future timeline, interviews, workshops and strategic roadmap.     

企业战略管理理论演变与战略风险思想探析

经营环境的复杂、多变和不确定,战略风险成为企业面临的最大风险,战略风险被称为战略的副产品,为从根源上把握战略风险的本质,本文系统回顾了企业战略管理理论的产生、发展和演变,并对主要战略管理学派一战略规划学派、环境适应学派、战略定位学派、资源基础论和核心能力学派以及动态能力学派的内在演变逻辑、主要观点和蕴含的战略风险思想进行研究。研究表明战略本身作为一种风险规避的手段,随着环境的变化战略管理的内容也在不断演变,同时战略本身的风险也因环境的变化在不断增加;战略风险产生的根源是战略、企业资源和能力与环境动态匹配失衡的结果,战略风险来源于战略、资源能力及环境各要素之间的不匹配以及战略管理过程的不确定。战略风险与战略相伴而生,随着战略风险重要性的提高,战略风险将不断融入战略管理过程,成为战略管理的有机组成部分。     

Local niche planning and its strategic implications for implementation of energy-efficient technology

It is widely recognised that the world is facing climate challenges that necessitate transitions towards more energy-efficient buildings. A key challenge is that visions of energy efficient buildings in policies often fail to become aligned with existing local practices. In order to overcome such a gap between policy visions and their implementation in practice specific forms of strategic work is needed, according to new transformative ideas in spatial planning. The aim of this paper is to characterize the transformative capacities of this kind of strategic work at the spatial scale of the town in order to assess how such activities engage with sustainable transitions. The theoretical contribution of the paper is to compare strategic work performed in transformative forms of spatial planning with the strategic work intended in strategic niche management, which represent a change-management process for enabling transitions. The study outlines the proactive spatial planning of a Danish local authority in order to illustrate how the strategic work performed in this kind of local development project represents a special form of niche management that is able to create room for innovation and challenge existing socio-technical regimes in the building sector, but still different to typical strategic niche management processes. Based on this empirical study, the paper challenges the narrow focus on niches around technology development processes in strategic niche management by pointing towards niche planning in local development projects as another relevant context for niche management. However, as discussed in the paper, this assumes a more strategic form of planning than is often practised today, where more emphasis is put on how planning can contribute to promoting sustainable transitions.     

Depicting the future strategic plans of the Royal Australian Navy using a roadmapping framework as a visual composite canvas

Strategic planning can be an arduous and complex task; and, once a plan has been devised, it is often quite a challenge to effectively communicate the principal missions and key priorities to the array of different stakeholders. The communication challenge can be addressed through the application of a clearly and concisely designed visualisation of the strategic plan – to that end, this paper proposes the use of a roadmapping framework to structure a visual canvas. The canvas provides a template in the form of a single composite visual output that essentially allows a ‘plan-on-a-page’ to be generated. Such a visual representation provides a high-level depiction of the future context, end-state capabilities and the system-wide transitions needed to realise the strategic vision. To demonstrate this approach, an illustrative case study based on the Australian Government's Defence White Paper and the Royal Australian Navy's fleet plan will be presented. The visual plan plots the in-service upgrades for addressing the capability shortfalls and gaps in the Navy's fleet as it transitions from its current configuration to its future end-state vision. It also provides a visualisation of project timings in terms of the decision gates (approval, service release) and specific phases (proposal, contract, delivery) together with how these projects are rated against the key performance indicators relating to the technology acquisition process and associated management activities.     

Strategic management: The state-of-the-art and beyond

A study of 25 major corporations assesses the state-of-the-art in strategic planning, and explores future prospects for developing a more powerful form of strategic management to cope with the transition to a new economic era. Current planning practices show that large corporations have developed complex strategic information systems, a decision-making process that is inherently organic, and planning operations that embody cybernetic principles. However, the prevailing approach to strategic planning is severely limited because it is based upon an old model of corporate management that has become outmoded: a restricted focus on hard technology leaves critical soft issues unresolved, authoritarian hierarchies produce the typical disadvantages of bureaucracy, and a closed-system orientation isolates the firm from its environment. New approaches to business management seem to be evolving now to overcome these constraints: the frontier of economic progress is shifting to a new form of soft growth, organizational structures are being transformed into entrepreneurial networks, and the institutional role of business is expanding to include its external constituencies. These trends represent key features of a new model of strategic management—the “strategically managed corporation”— that is specifically suited for fostering strategic change.     

论战略承诺管理

在战略管理中,战略承诺被人们广泛应用。但由于战略承诺管理没有形成较完整的理论体系,人们在认识和应用中存在误区。对企业管理人员来说,明晰的战略承诺管理模式对做出有效的战略承诺是至关重要的。构造了战略承诺过程管理模式,并提出了战略承诺管理应遵循的原则。     

企业制定战略规划的有效方法——技术路线图

技术路线图作为一种灵活、结构化和可视化的前瞻方法被广泛用于企业、行业和国家的不同管理层面。本文在深入分析企业战略规划过程和技术路线图的基础上,阐述了技术路线图是企业制定战略规划有效方法的观点。     

国有企业战略人力资源管理模式研究

国有企业改革非常重视完善市场竞争机制和产权激励机制,但是,内部管理体系建设以及核心能力培育在一定程度上跟不上企业发展的要求,影响到产权制度改革和市场竞争制度建设的实际效果。尤其是在人力资源管理的系统性、战略性上存在的问题,更是阻碍了国有企业人力资源价值转化为组织绩效。因此,运用战略人力资源管理理论来解释国有企业人力资源管理对组织绩效的贡献,并研究人力资源管理系统建设的相关问题,具有十分重要的理论意义和实践意义。战略人力资源管理（strategyHumanResourcesManagement,简称SHRM）简单而言就是系统地将人与企业联系起来,通过人力资源规划、政策及具体实践,达到获取竞争优势的人力资源配置。采用定性定量相结合,理论研究与实证研究相结合的方法,结合国有企业的实际情况,指出战略人力资源管理是影响国有企业组织绩效的重要因素,并深入探讨战略人力资源管理对企业绩效的作用机理,分析战略人力资源管理必须具备的职能,研究国有企业转变人力资源管理功能可能的模式,进行开发人力资源管理人员队伍的素质标准研究,并建立了国有企业战略人力资源管理绩效评价的模型,进行实证分析,最终得出国有企业实施战略人力资源管理的对策。     

中小企业战略管理:理论述评及初步分析框架

传统企业战略理论主要以大企业为研究对象,难以有效指导中小企业战略实践及其可持续成长。促进中小企业成长需要高度重视中小企业战略管理。本文基于国内外学者对中小企业战略管理所做的研究,分别从中小企业战略计划、战略选择、战略执行、战略变革、企业家和中小企业战略等方面对中小企业战略管理理论做出述评,建立了中小企业战略管理的初步分析框架,并指出我国中小企业战略管理研究应该关注转型经济情境、企业家能力和成长型中小企业的战略实践等三方面重要问题。     

Scoping river basin management issues with participatory modelling: The Baixo Guadiana experience

This paper details the design and implementation of a participatory modelling process in the Baixo Guadiana River Basin, in Portugal. A group of stakeholders was involved in a causal mapping exercise that lead to the development of a shared view of the problems, pressures and impacts characterizing the river basin. A simulation model was also developed to support experimentation with alternative management scenarios for the area. The paper looks critically at the evaluation of the participatory modelling outcomes, both at the individual and group levels, discussing the role of this approach in supporting the scoping stages of river basin planning and management processes. On the downside, the unstable group composition seems to have hindered the chances of producing a higher impact in the functioning of the group, and subsequently the capacity to sustain the level of collaboration required to achieve the strategic river basin objectives established during the participatory modelling process. The paper discusses the issue of group stability as well as some options to overcome the limitations of unstable participant groups. The strengths of participatory modelling, as underlined by the Baixo Guadiana experience, include the flexibility to adapt the method to different contexts and participatory designs and the capacity to structure the active involvement of stakeholders, providing an open and shared language for collaborative policy design, fostering learning and knowledge integration.     

Improving emergency plans management with SAGA

Emergency plans are the tangible result of the preparedness activities of the emergency management lifecycle. In many countries, public service organizations have the legal obligation to develop and maintain emergency plans covering all possible hazards relative to their areas of operation. However, little support is provided to planners in the development and use of plans. Often, advances in software technology have not been exploited, and plans remain as text documents whose accessibility is very limited. In this paper, we advocate for the definition and implementation of plan management processes as the first step to better produce and manage emergency plans. The main contribution of our work is to raise the need for IT-enabled planning environments, either at the national or organization-specific levels, which can lead to more uniform plans that are easier to evaluate and share, with support to stakeholders other than responders, among other advantages. To illustrate our proposal, we introduce SAGA, a framework that supports the full lifecycle of emergency plan management. SAGA provides all the actors involved in plan management with a number of tools to support all the stages of the plan lifecycle. We outline the architecture of the system, and show with a case study how planning processes can benefit from a system like SAGA.     

基于战略的预算管理初探

目前国内外理论界与实务界所探讨的预算管理基本上是以全面预算为基础展开的。鉴于企业内外部环境发生了重大变化，企业管理出现了战略管理的转变，本文提出了战略预算管理的观念。基于全面预算管理所存在的弊端及其根源，本文阐述了战略预算管理的概念与特征。基于战略管理的一般过程，本文构建了战略预算管理的基本框架。     

能源企业战略成本管理研究———以市场竞争环境为调节变量

从实证研究的角度研究了员工参与、全面质量管理和内部协调对能源企业战略成本管理绩效的影响,以及市场竞争环境的调节效应。通过对国内能源企业的问卷调研,利用调研数据对模型进行了统计检验,得到了实证研究结果。研究结果表明：员工参与、全面质量管理和内部协调对对能源企业的战略成本管理绩效有显著的正向影响;市场竞争环境显著调节了内部协调与战略成本管理绩效之间的关系,而对员工参与和全面质量管理与战略成本管理绩效之间的关系无显著的调节作用。本文的研究结论可以为能源企业的战略成本管理提供理论借鉴。     

战略企业家和企业家战略

企业家是企业成长的关键主体,战略管理是企业成长的重要因素,企业家的重要职能是实施战略管理,战略企业家是企业家理论和战略管理理论的融合性主体.由于战略企业家能力是战略企业家的核心内容,所以本文从战略企业家能力角度切入.战略企业家能力是指企业家的制度能力和战略能力,战略企业家能力是实施企业家战略的基础,战略企业家是实施企业家战略的关键主体.战略企业家能力对企业成长的作用过程就是执行企业家战略的过程.     

Return to the “natural” process of decision-making leads to good strategies

A novel approach to strategic management, Risk-Constrained Optimization (RCO), is an ensemble of special models, procedures, and algorithms to generate, evaluate, and help in executing good alternative strategies. RCO is a patented system of planning under uncertainty that searches for the most acceptable compromise between improving results and reducing risk in our decisions. Risk management and scenario planning dominate over optimization. RCO still uses maximization, but only in combination with several protective filters that screen, modify, and scale back the strategies, as necessary. As with any protective equipment, RCO could reduce the need for knowledge about the future.JEL Classification: D21, D81, C61I would like to acknowledge extremely helpful and insightful comments of Professor Mark Perlman (to whom this article owes very, very much), Professor Irma Adelman, Erwin Rezelman, Dr. Victor V. Masch, and an anonymous reviewer. I also greatly appreciate help in editing by David Owens and Professor Irving Rothman.     

Strategic planning in public R&D organizations for agribusiness: Brazil and the United States of America

There is increasing evidence that public organizations dedicated exclusively to research and development (R&D) in agribusiness need systematic management tools to incorporate the uncertainties and complexities of technological and nontechnological factors of external environments in its long-term strategic plans. The major issues are: “What will be the agribusiness science and technology (S&T) needs be in the future?” “How to prepare in order to meet these needs?” Both Empresa Brasileira de Pesquisa Agropecuária (Brazilian Agricultural Research Corporation, Embrapa), attached to the Brazilian Ministry of Agriculture and the Agricultural Research Service (ARS) of the US Department of Agriculture (USDA) have developed a comprehensive strategic and operational planning process in order to answer these key questions in the 1990s. The main objective of this article is to present a comparative and preliminary analysis of concepts, methodologies, and processes utilized, and some results obtained by these public organizations.     

Cultivating the strategic use of information technology: lessons from hong kong

An executice decelopment programme which facilitates the strategic management of information resources is described. this programme uses a contriubution of mini-lectures and experiential learning in a workshop, format to help senior managers play an information technolofy (IT) leadership role in their entepires. It is noted that the growing importance of information and its associated technology has increased the need for a proactice management approach in current and near-future business environments. The growing possibilities which are resulting from rapid progress in IT must be linked with businerr needs and competitive imperatices to achieve a strategic impact with IT, as illustrated by; classic example of strategir-level information systems. The leadership development programme considen a framework for developing a strategic vision of IT in a particular enterprise and then facilitates the planning strategie infirmation .system to support that vision, using a entical success factors approach.     

《企业战略管理》课程教学创新探析

寻求在课堂教学过程中尽可能多的让学生领会企业战略管理的现实应用功能。从三个方面探讨《企业战略管理》课程的创新模式：在企业战略管理教学过程中理论结合实际地有针对性地引入教学案例;在课堂上与学生充分展开互动,可以在不同知识点设计不同的互动过程模式,有针对性地创造宽松的教学氛围;企业战略管理教学应采取引导为主的开放教学模式,并把企业战略管理的知识点与相关信息结合、与现实企业管理实际有效结合。     

Targeting the biotechnology clusters in North Carolina and Israel: lessons from successful and unsuccessful policy making

This paper analyses the development of biotechnology clusters in North Carolina (NC) and Israel. In both NC and Israel, when the biotechnology was identified as a potential strategic priority, the framework conditions were suitable for successful policy-targeting. NC presents a case of a successful transition from a traditional manufacturing economy to a knowledge economy. The most successful part of this transition was a policy-led development of a biotechnology cluster in the Research Triangle. While Israel also presents a case of a successful transition from a low-tech economy to a knowledge-intensive economy, Israel failed to develop a successful biotechnology cluster. We suggest that this failure is mostly due to a failure to implement policy to encourage such development. We argue that the elements, which separate NC's success from Israel's failure, are: a clear vision and strategic planning; timely response, long-term commitment; strong leadership; cooperation between the government, private sector and academia, and an adjustable policy-making process.