14: Trends in Strategic Management: Concluding Thoughts

14: Discussion Forum
Module 14: Discussion ForumDuring this course you have learned that the business environment is in a state of constant change and new circumstances will require new strategies and new approaches to implementing those strategies. Apply what you have learned as you discuss the following questions.
Describe the global business environment that is likely to develop in the next ten years.
Considering what you learned in the article, Sociocognitive Perspectives in Strategic Management in this week’s required reading, which of the three topics areas identified in the article do you think is most influential to strategic management in KSA and why?
Embed course material concepts, principles, and theories (which require supporting citations) in your initial response along with at least one scholarly, peer-reviewed journal article. Keep in mind that these scholarly references can be found in the Saudi Digital Library by conducting an advanced search specific to scholarly references. Use APA style guidelines.You are required to reply to at least two peer discussion question postanswers to this weekly discussion question and/or your instructor’sresponse to your posting. These post replies need to be substantial andconstructive in nature. They should add to the content of the post andevaluate/analyze that post’s answer. Normal course dialogue doesn’tfulfill these two peer replies but is expected throughout the course. Answering all course questions is also required.
Required:
Chapter 15 in Contemporary Strategy Analysis
Chapter 15 PowerPoint slides Chapter 15 PowerPoint slides – Alternative Formats
Wei, Y. S., O’Neill, H., & Zhou, N. (2020). How Does Perceived Integrity in Leadership Matter to Firms in a Transitional Economy? Journal of Business Ethics, 167(4), 623–641. https://doi.org/10.1007/s10551-019-04168-x
Pfarrer, M. D., Devers, C. E., Corley, K., Cornelissen, J. P., Lange, D., Makadok, R., Mayer, K., & Weber, L. (2019). Sociocognitive Perspectives in Strategic Management. Academy of Management Review, 44(4), 767–774. https://doi.org/10.5465/amr.2019.0185
Bäumlisberger, D. (2019). The United Nations Global Compact as a Facilitator of the Lockean Social Contract. Journal of Business Ethics, 159(1), 187–200. https://doi.org/10.1007/s10551-017-3721-1
Alotaibi, Hana J. (2020). The Impact of Strategic Planning on Innovation in Saudi SMEs. UG Journal of Economics & Business. 2021, Vol. 29 Issue 1, p276-297.
MGT
ATTACHED FILE(S)
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CONTEMPORARY STRATEGY ANALYSIS
tenth edition
Robert M. Grant
John Wiley & Sons Ltd., 2019
Chapter 15
Current Trends in
Strategic Management
The New Environment of Business
New Directions in Strategic Thinking
Redesigning Organizations
The Changing Role of Managers
Current Trends in
Strategic Management
Copyright © 2019 John Wiley & Sons, Inc.
OUTLINE
The Turbulent 21st Century
2000: Collapse of “New Economy”
Dot.com bubble bursts
March 2000 NASDAQ
at all-time peak
Terrorism
Attacks of September 11, 2001
Invasion of Afghanistan
& Iraq
Volatile Markets
E.g. Brent crude June ’09 $148; Dec. ‘09 $38
Decline of US
world influence
–emergence of a
multi-polar world
Globalization reverses
The rise of economic nationalism
2008-9:
Financial crisis
The Third Industrial Revolution:
Digital technologies
Intelligent systems
Disintermediation of human beings
Demands of society
Social & environmental responsibility
Ethics & fairness
Quest for meaning
Natural Disasters
Hurricanes, earthquakes, fires
2011:
Arab Spring
THE NEW ENVIRONMENT OF BUSINESS
Copyright © 2019 John Wiley & Sons, Inc.
The New Politics
The decline of liberalism
The rise of demogogues
The politics of identity
Digital Technology
Destruction of industries: travel agencies, bookstores, broadcast TV
Rise of new industries: e-commerce, ride-share services, audio & video streaming, shared ownership,
Transformation of industries: financial services, communications, dating
Social Forces and the Crisis of Capitalism
Twin pillars of Western civilization—liberal democracy & market capitalism—undermined by inequality, intolerance, decline of rationalism
Competition
Rise of dominant firms: in mature sectors (A-B Inbev, Starbucks, Boeing, Walmart; in new industries (Alphabet, Apple, Alibaba, Amazon, Facebook, Tencent)
New competitors from emerging markets (Huawei, Haier, Infosys, Embraer)
Systemic Risk
In interconnected world,initiasl disturbances are amplified and transmitted: e.g.Financial crisis of 2008-9, Arab Spring, Islamic State
Forces Shaping the Business Environment
THE NEW ENVIRONMENT OF BUSINESS
Copyright © 2019 John Wiley & Sons, Inc.
Ratio of average CEO compensation to
that of the average worker, USA 1965-2016
THE NEW ENVIRONMENT OF BUSINESS
Chart1
1965
1970
1975
1980
1985
1990
1995
2000
2005
2010
2015
2016
Ratio of CEO pay to that of average worker
20
22
25
32
51
62
123
384
335
278
286
271
Sheet1
Ratio of CEO pay to that of average worker
1965 20
1970 22
1975 25
1980 32
1985 51
1990 62
1995 123
2000 384
2005 335
2010 278
2015 286
2016 271
NEW DIRECTIONS IN STRATEGIC THINKING
Managing Options
Turbulence increases option values
Strategies to create options: lower
financial leverage, experimentation,
exploratory R&D, alliances,
product platforms
Seeking
More Complex Sources
of Competitive Advantage
Multiple layers of competitive advantage
Exploiting cross-business linkages
Emphasis on innovation and new
business development
Understanding
Strategic Fit
Complementarity of management
practices
The implications of complexity
Contextuality of linkages
Reorienting
Corporate Objectives
Emphasis on stakeholder goals
and societal role of firms
Focus on profit drivers rather
than stock market valuation
Rethinking Strategy
© 2019 Robert M. Grant
www.contemporarystrategyanalysis.com
Strategy
in a Digital World
See next slide
4
4
The strategic characteristics of digital industries
Industry
structure
Importance of
complementary products
Network externalities
Complex industry
Structures (“ecosystems”)
Potential forcomplex and innovative business models
Competitive
advantage
Fast cycle innovation and product development
Swift erosion of competitive advantage (unless supported by network dominance)—hence need for speed
Ease of imitation of successful strategies
Critical importance of timing: strategic windows of short duration
Platform competition and winner-take-all markets)
Strategic characteristics
Strategy implications
Fungibility of IT resources
Ease of diversification between technology-based industries
NEW DIRECTIONS IN STRATEGIC THINKING
Copyright © 2019 John Wiley & Sons, Inc.
The New Environment of Business
Multidimensional
structures
Informal
organization
REDESIGNING ORGANIZATIONS
The Emerging Shape of the Business Enterprise
New Directions in Strategic Thinking
Self-
organization
Permeable
Boundaries
Copyright © 2019 John Wiley & Sons, Inc.
4
4
THE REQUIRED
COMPETENCIES OF
BUSINESS LEADERS
motivating colleagues
cultivating sense of purpose
cross-cultural flexibility
self-awareness
resolve
proactivity
problem-solving
relationship building
vision
THE LEADERSHIP
NEEDS OF
ORGANIZATIONS
The ability to:
build confidence
build enthusiasm
cooperate
deliver results
form networks
influence others
use information
New Models of Leadership
Copyright © 2019 John Wiley & Sons, Inc.
THE CHANGING ROLEOF MANAGERS

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