Technological choice in the less developed countries: An analytic hierarchy approach

A novel and practical approach is proposed for the assessment and selection of imported technology by the less developed countries. Technological choice is conceptualized as a multiobjective, multicriterion problem wherein subjective judgments and political processes play key roles. A new planning and evaluation technique known as the analytic hierarchy process (AHP) is introduced as a potent methodology for dealing with the economic, social, and political realities confronting technological change in the less developed countries.     

A Diagnostic Tool for Identifying Disharmonies Within Corporate Innovation Networks

In an article in the previous issue of JPIM , Vasudevan Ramanujam and Gerhard Mensch introduced the concept of mismatches in the perceptions and priorities of various functional specialists, staff and line managers, and senior managers. These mismatches highlight lack of agreement among key participants in the innovation management process within a given company and indicate problems that could hinder performance of the whole management interaction system. Here Mensch and Ramanujam explore the use of a new managerial instrument that can help technology driven companies that are caught in a stalemate in technology. The technique is designed to improve new product development and commercialization of new technology by diagnosing discrepancies in awareness, sense of urgency, and opinions on technological choices which may exist within the organization.     

Research on corporate diversification: A synthesis

Diversification has emerged as a central topic of research in strategic management. Although this topic has been widely and intensively studied by scholars from other areas such as industrial organization economics, financial economics, organization theory, and marketing, a synthesis of these diverse streams of research is lacking. This paper attempts such a synthesis with a view to fostering further strategic management research in this area by taking a multi-disciplinary perspective on diversification. A wide-ranging search of the literature led to the development of an overarching research framework that facilitates the classification of a vast body of literature. Proceeding from the framework, a critique of the literature is performed with a particular emphasis on studies by strategic management researchers. Five key conceptual and methodological problems are identified and discussed. Suggestions are offered for future research on diversification.     

Improving the Strategy-Innovation Link

In spite of the tremendous impact that new technology has had on every aspect of business operations, we have yet to develop a satisfactory way of incorporating innovation in our strategic thinking processes. However, we are making progress. A further step in our understanding is provided in this article by Gerhard Mensch, the recent winner of the Humboldt prize for his creative work in economics, and Vasudevan Ramanujam. They collaborate in developing a model that links strategy and innovation by relating innovation activities to strategic goals of the firm and the external pressures that are perceived by management.     

Planning system characteristics and planning effectiveness

The nature of the multivariate relationship between six characteristics of planning systems and three different conceptualizations of planning effectiveness is examined using canonical correlation analysis. The analysis indicates that the organizational context of planning—captured here by two key characteristics—resistance to planning and resources provided for planning—is the dominant impact on planning system effectiveness, broadly construed. While individual design elements of the planning system such as use of techniques and external orientation do influence effectiveness, the contextual dimensions appear to be overriding. Implications for further research on planning systems and directions for future extensions of this study are discussed.     

Between a dream and a nightmare: On the integration of the human resource management and strategic business planning processes

The first stage of a two-stage research project on the relationship between human resource management (HRM) and strategic business planning (SBP) is described. Based on data collected from senior human resource executives in 10 Cleveland area companies, a typology of HRM-SBP linkages is developed. Factors which appear to influence the extent of HRM-SBP integration are identified and discussed. An agenda for future research is provided.     

THE CORPORATE PERFORMANCE CONUNDRUM: A SYNTHESIS OF CONTEMPORARY VIEWS AND AN EXTENSION

What characterizes superior organizational performance? The question has always fascinated practitioners and academic researchers, and a string of recent bestsellers attests to the current prominence of performance as an organizational issue. This article brings together recent perspectives on performance and provides some further conclusions of its own based on analysis of a new database. Articles on 74 companies rated by Business Month as being one of the five best-managed companies during each of the 15 years in the 1972–86 timeframe were content analysed in an effort to isolate the key strategic and organizational factors associated with superior corporate performance. Results indicate that superior performance is associated with a broad product line accompanied by geographic diversity, an emphasis on planning coupled with sound financial controls and reporting systems, a high level of commitment to product and process innovation, investments in modernization of manufacturing facilities, a reputation for superior quality and customer service, and progressive human resource management practices. These findings are compared and contrasted with the conclusions of other recent studies and implications of the findings for management are discussed. Far from being the result of applying any particular formula, superior performance is found to require a diverse mix of competencies and values.