Teaching strategy in executive MBAs and professional master’s programs: neglected role of execution
Article Sidebar
Main Article Content
Abstract
Textbooks and conceptual or empirical articles about strategy tend to address typologies based on competitive positioning (e.g., Mintzberg, 1988; Porter, 1985) or corporate decisions such as diversification and verticalization (Barney, 2010). However, they rarely address the fact that the development of a sustainable competitive position (a competitive advantage) depends on not only formulating a plan, but also on paying careful attention to its execution and review. This requires people’s motivation and involvement, and involves dealing with cognitive or behavioral limitations, so as to turn an intentional strategy into an accomplished strategy (Mintzberg & Waters, 1985).
Downloads
Metrics
Article Details
A RAE compromete-se a contribuir com a proteção dos direitos intelectuais do autor. Nesse sentido:
- adota a licença Creative Commoms BY (CC-BY) em todos os textos que publica, exceto quando houver indicação de específicos detentores dos direitos autorais e patrimoniais;
- adota software de detecção de similaridades;
- adota ações de combate ao plagio e má conduta ética, alinhada às diretrizes do Committee on Publication Ethics (COPE)
References
Atkinson, H. (2006). Strategy implementation: A role for the balanced scorecard? Management Decision, 44(10), 1441-1460. doi:10.1108/00251740610715740
Baer, M., Dirks, K. T., & Nickerson, J. A. (2013). Microfoundations of strategic problem formulation. Strategic Management Journal, 34(2), 197-214. doi:10.1002/smj.2004
Barney, J. (2010). Gaining sustaining competitive advantage. 4th ed., New York: Pearson.
Bazerman, M. H., & Moore, D. A. (2008). Judgment in managerial decision making. Berkeley, CA: Wiley.
Beer, M., & Eisenstat, R. A. (2000). The silent killers of strategy implementation and learning. Sloan Management Review, 41(4), 29-40.
Bossidy, L., & Charan, R. (2002). Execution: The discipline of getting things done. New York, NY: Crown Business.
Coff, R., & Kryscynski, D. (2011). Drilling for micro-foundations of human capital-based competitive advantages. Journal of Management, 37(5), 1429-1443. doi:10.1177/0149206310397772
Delisi, P. (2010). Strategy execution: The next major “point of inflection”. Fremont, CA: Organization Synergies. Recuperado de http://www. org-synergies.com/docs/Strategy%20Execution%20Paper3.pdf
Dutton, J. E., & Ashford, S. J. (1993). Selling issues to top management. Academy of Management Review, 18(3), 397-428. doi:10.2307/258903
Felin, T., & Foss, N. (2005). Strategic organization: A field in search of micro-foundations. Strategic Organization, 3(4), 441-455. doi:10.1177/1476127005055796
Foss, N. J., & Pedersen, T. (2016). Microfoundations in strategy research. Strategic Management Journal, 37(13), E22-E34. doi:10.1002/smj.2362
Hrebiniak, L. G. (2006). Obstacles to effective strategy implementation. Organizational Dynamics, 35(1), 12-31. doi:10.1016/j.orgdyn.2005.12.001
Jarzabkowski, P., Balogun, J., & Seidl, D. (2007). Strategizing: The challenges of a practice perspective. Human Relations, 60(1), 5-27. doi:10.1177/0018726707075703
Kahneman, D. (2003a). Maps of bounded rationality: Psychology for behavioral economics. American Economic Review, 93(5), 1449-1475. doi:10.1257/000282803322655392
Kahneman, D. (2003b). A perspective on judgment and choice: Mapping bounded rationality. American Psychologist, 58(9), 697-720. doi:10.1037/0003-066X.58.9.697
Kahneman, D., & Tversky, A. (2013). Prospect theory: An analysis of decision under risk. In L. C. MacLean, & W. T. Ziemba, Handbook of the fundamentals of financial decision making financial decision making: Part I (pp. 99-127). Toh Tuck Link, Singapure: World Scientific.
Kaplan, R., & Norton, D. (1996). The balanced scorecard: Translating strategy into action. Boston, MA: Harvard Business Review Press.
Kim, C., & Mauborgne, R. (2015). Blue ocean strategy: How to create uncontested market space and make the competition irrelevant (expanded edition). Boston, MA: Harvard Business Review Press.
Langley, A. (1995). Between “paralysis by analysis” and “extinction by instinct”. Sloan Management Review, 36, 63-63.
Lawrence, D. (1998). Leading discontinuous change: Ten lessons from the battlefront. In D. Hambrick, D. Nadler, & M. Tushman (Eds.), Navigating change: How CEO’s, top teams, and boards steer transformation (pp. 291-308). Boston, MA: Harvard Business School Press.
MacLennan, A. (2010). Strategy execution: Translating strategy into action in complex organizations. London, UK: Routledge.
Mankins, M. C., & Steele, R. (2005). Turning great strategy into great performance. Harvard Business Review, 83(7), 64-72.
March, J. G. (1978). Bounded rationality, ambiguity, and the engineering of choice. The Bell Journal of Economics, 9(2), 587-608.
Mintzberg, H. (1988). Generic strategies: Toward a comprehensive framework. In R. Lamb, & P. Shrivastava (Eds.), Advances in Strategic Management (vol. 5, pp. 1-67). Greenwich, CT: JAI Press.
Mintzberg, H., & Waters, J. A. (1985). Of strategies, deliberate and emergent. Strategic Management Journal, 6(3), 257-272. doi:10.1002/ smj.4250060306
Oliveira, C. A., Carneiro, J., & Esteves, F. (Artigo não publicado). Conceptualizing and measuring the “strategy execution” construct.
Porter, M. E. (1985). Competitive advantage: Creating and sustaining superior performance. New York, NY: Free Press.
Powell, T. C. (2017). Strategy as diligence: Putting behavioral strategy into practice. California Management Review, 59(3), 162-190. doi:10.1177/0008125617707975
Rothman, N. B., Pratt, M. G., Rees, L., & Vogus, T. J. (2017). Understanding the dual nature of ambivalence: Why and when ambivalence leads to good and bad outcomes. Academy of Management Annals, 11(1), 33- 72. doi:10.5465/annals.2014.0066
Rumelt, R. (2012). Good strategy/Bad strategy: The difference and why it matters. New York, NY: Crown Business.
Sarasvathy, S. D. (2001). Causation and effectuation: Toward a theoretical shift from economic inevitability to entrepreneurial contingency. Academy of Management Review, 26(2), 243-263. doi:10.5465/amr.2001.4378020
Simon, H. A. (1979). Rational decision making in business organizations. The American Economic Review, 69(4), 493-513.
Tversky, A., & Kahneman, D. (1974). Judgment under uncertainty: Heuristics and biases. Science, 185(4157), 1124-1131. doi:10.1126/science.185.4157.1124
Tversky, A., & Kahneman, D. (1978). Judgment under uncertainty: Heuristics and biases: Biases in judgments reveal some heuristics of thinking under uncertainty. In P. Diamond, & M. Rothschild, Uncertainty in economics (pp. 17-34). London, UK: Palgrave Macmillan.
