Strategic Planning

Mapping Strategic Knowledge by Anne Sigismund Huff, Mark D. (David) Jenkins

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By Anne Sigismund Huff, Mark D. (David) Jenkins

Univ. of Colorado, Boulder. Explores the relationship among parts of key value to the examine of strategic administration: how wisdom is generated and controlled in organisations, and the resource-based idea of the enterprise. for college students, researchers, and experts. Hardcover, softcover additionally on hand.

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We describe the study and set out our findings concentrating on one of the issues that emerged from the study: the apparent lack of management attention towards activities that are critical in delivering advantage. We conclude by arguing that researching tacit routines is valuable and may even be critical for managers who want to understand better how their organization works in order to help them sustain advantage. INTRODUCTION In the strategy literature, and the resource-based view of the firm literature in particular, tacit knowledge has been argued to be a source of 20 DIRECTLY DISCOVERING MANAGERIAL KNOWLEDGE competitive advantage largely because it is difficult to express, it generates causal ambiguity, it is practical, and it is context-specific (Grant, 1993; Nonaka, 1991; Sobol and Lei, 1994; for a more complete discussion please refer to Ambrosini and Bowman, 1998).

Could you tell us a story? A B aa interviews C What causes A to happen? a How does (a) happen? b c d Could you tell us an example about (b)? Could you narrate a story about the occurrence of (c)? 1). Four weeks later we invited the whole top team to take part in a oneday causal mapping session aimed at uncovering the routines that make them successful. At the start of the workshop we provided the top team with the nine primary causes of success that were elicited during the interviews. The purpose of the workshop was to ask the team to uncover the factors that caused these to happen – basically, to uncover what they do that leads to success.

We insisted that we were not interested in what they believed they should be doing. In accord with the resource-based view of the firm, we also asked them to concentrate on what they thought was unique to their organization. Finally we asked them to establish links between the various routines they identified. In order to keep the mapping process going, we kept asking questions of the participants when they were struggling to find reasons for success. The questions we asked included, for instance: How does that happen?

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