Notes and Detailed Outline - Literature review Example

Literature Review: Notes and Detailed Outline 1. Organization of the chapter: A. Introduction – This will introduce the Literature Review and briefly explain the organisation of the chapter. B. Review of the Saudi Business Environment – [i] In this section we will provide evidence for the assertions made in Section 1.2: “The Saudi economy has expanded significantly over the past several years, and this has been reflected by the growth in Saudi businesses;” and “an overall good business environment and the opportunities it presents has not been sufficient for all Saudi companies to prosper; a number of companies have actually performed more poorly than their environment suggests they should and have been forced to withdraw from the Saudi stock market.” [ii] The second part of the section will review literature that describes Saudi business culture, in order to identify key characteristics of organisational structure and interpersonal dynamics that are unique to Saudi culture and have an impact on firm performance. C. Review of Literature on Strategic Management – This section will review literature about strategic management in three parts: [i] Defining strategic management; [ii] Approaches to strategic management and their theoretical bases; [iii] Strategic management methodologies; differences and similarities among different kinds of enterprises; relationship of strategic management approaches to organisational culture and structure. D. Review of Literature on Strategic Management Tools – This section will discuss specific strategic management tools individually, with two main points to each description: [i] Definition/description of the tool; [ii] The relationship of the tool to theories and concepts of strategic management. E. Review of Literature on the Correlation of Tools to Management Outcomes – This section will review the studies that examine the correlation of the use of tools to firm performance, with a particular focus on how the effect of the use of tools is measured, and what unanswered questions are left by the studies. F. Conclusion/Chapter Summary – This section will summarise the chapter, and identify which of the theories and tools discussed are relevant to our study. 2. General Notes: A. As a general rule, the information in this Chapter takes precedence over the information in Chapter One, so it may be necessary to go back and make some revisions to the first chapter after this literature review is completed. B. Specifically, two things that might be changed in Chapter One are the particular strategic management tools that will be examined by way of the primary (survey) research, and the research questions. As far as the tools are concerned with respect to this literature review, no particular limitations on the number of tools will be followed, but will be guided by the literature itself. For example, a search for “strategic planning tools” and/or “strategic management tools” in the journal article database will automatically suggest a list of tools that have been well-studied, and from which we can select an appropriate number for this research. C. Theoretical background of this study: Since we are not testing a theory, the rule that a dissertation should only address one theory does not necessarily apply. However, it would not be good to attempt to use very many theories to justify this research – one would still be best. Consider that this study addresses its topic in the following manner: The “red” line is actually what this study is doing, while all the rest is necessary background. The theories we are looking for are ones that explain the “black” arrows. As it stands now, the research questions that have been designed do not seem as though they will have to be changed to address the theoretical background. But if that turns out not to be the case, then they can be altered as needed before the survey is designed. 3. A Beginning List of References Matched to Sections and Sub-Sections of this Chapter: The following are entries on the existing “Main Reference List”, categorised according to the part of the Literature Review to which they apply. This will help identify areas where more information is needed, and also help in properly categorising new resources that may be added. The numbers correspond to the descriptions in Part 1 above. NOTE: Some resources apply to more than one section. B[i] (Current State of the Saudi Business Environment) Arab News. (2011) “Exciting offers to lift Saudi telecom sector to new heights”. Arab News [online], 7 December 2011. Available from: http://arabnews.com/economy/article544166.ece. “Saudi Arabia Addressing Jobs, Housing as Economy Rebounds”. (2011) IMF Survey Magazine, 21 September 2011. International Monetary Fund. Available from: http://www.imf.org/external/pubs/ft/survey/so/2011/INT092111B.htm. Tadawul [Saudi Arabian Stock Exchange]. (2011) Website. Available from: http://www.tadawul.com.sa/wps/portal/!ut/p/c1/04_SB8K8xLLM9MSSzPy8xBz9CP0os3g_A-ewIE8TIwP3gDBTA08Tn2Cj4AAvY_dQA_3g1Dz9gmxHRQCHg5RU/. NOTE: This section will be fairly short, and will rely mostly on credible news and reports (such as that IMF analysis) rather than on scholarly works. B[ii] (Saudi Business Culture) Al Ghamdi, S.M. (2005) “The Use of Strategic Planning Tools and Techniques in Saudi Arabia: An empirical study”. International Journal of Management, 22(3): 376-395. Elbanna, S. (2008) “Planning and participation as determinants of strategic planning effectiveness: Evidence from the Arabic context”. Management Decision, 46(5): 779-796. C[i] (Defining Strategic Management) Barney, J.B. (2002) Gaining and Sustaining Competitive Advantage, 2nd Ed. Boston: Addison-Wesley. Gibbs, F. (2006) Service Management. UK: University of Strathclyde. Lovallo, D.P., and Mendonca, L.T. (2007) “Strategy’s strategist: An interview with Richard Rumelt”. McKinsey Quarterly, November 2007. Available from: http://www.mckinseyquarterly.com/Strategy/Strategic_Thinking/Strategys_strategist_An_interview_with_Richard_Rumelt_2039. Morgan, G. (1986) Images of Organizations. New York: Sage. Pearson, G., and Parker, M. (2008) “Management or Organizing? A Dialogue”. Business and Society Review, 113(1): 43-61. Porter, M.E. (1980) Competitive Strategy. New York: Free Press. Porter, M.E. (1987) “From Competitive Advantage to Corporate Strategy”. Harvard Business Review, May-June 1987: 43-59. Powell, T.C. (1992) “Strategic Planning as Competitive Advantage”. Strategic Management Journal, 13(7): 551-558. Roxburgh, C. (2003) “Hidden Flaws in Strategy”. McKinsey Quarterly, October 2003: 27-39. Rumelt, R.P. (2003) “What in the World is Competitive Advantage?” UCLA Andersen School of Business Policy Working Paper 2003-105, 5 August 2003. Thompson, J. D. (1967) Organizations in Action. New York: McGraw-Hill. Vilà, J., and Canales, J.I. (2008) “Can Strategic Planning Make Strategy More Relevant and Build Commitment Over Time? The Case of RACC”. Long Range Planning, 41: 273-290. C[ii] (Strategic Management Approaches/Theory) Alvesson, M., and Sveningsson, S. (2003) “Managers doing leadership: The extra-ordinarization of the mundane”. Human Relations, 56(12): 1435-1459. Amaratunga, D., and Baldry, D. (2001) “Case study methodology as a means of theory building: performance measurement in facilities management organisations”. Work Study, 50(3): 95-104. Burnes, B. (1998) “Recipes for organisational effectiveness. Mad, bad, or just dangerous to know?” Career Development International, 3(3): 100-106. Dutton, J.E., and Duncan, R.B. (1987) “The Influence of the Strategic Planning Process on Strategic Change”. Strategic Management Journal, 8: 103-116. French, S.J., Kelly, S.J., and Harrison, J.L. (2004) “The role of strategic planning in the performance of small, professional service firms”. Journal of Management Development, 23(8): 765-776. Green, K.M., Covin, J.G., and Slevin, D.P. (2008) “Exploring the relationship between strategic reactiveness and entrepreneurial orientation: The role of structure–style fit”. Journal of Business Venturing, 23: 356-383. Miles, M.P., White, J.B., and Robideaux, D.R. (1993) “The Effect of Firm Size on the Interrelationship between Capital Techniques and Strategic Planning Tools: An Exploratory Study”. Journal of Business & Entrepreneurship, 5(3): 87-97. Morris, D. (2005) “A New Tool for Strategy Analysis: The Opportunity Model”. Journal of Business Strategy, 26(3): 50-56. C[iii] (Strategic Management Practise/Methodologies) Abd Ghani, K.D., Nayan, S., Ghazali, S., Shafie, L.A., and Nayan, S. (2010) “Critical Internal and External Factors that affect Firms Strategic Planning”. International Research Journal of Finance and Economics, 51: 50-58. Barney, J.B. (2002) Gaining and Sustaining Competitive Advantage, 2nd Ed. Boston: Addison-Wesley. CFAR. (2005) “A Summary of Best Practice Approaches in Strategic Planning Processes”. Center for Applied Research Briefing Notes, 2005. Glaister, K.W., Dincer, O., Tatoglu, E., and Demirbag, M. (2009) “A comparison of strategic planning practices in companies from the UK and Turkey”. Journal of Management Development, 28(4): 361-379. Grant, R.M. (2003) “Strategic Planning in a Turbulent Environment: Evidence from the Oil Majors”. Strategic Management Journal, 24: 491-517. Kettinger, W.J., Teng, J.T.C., and Guha, S. (1997) “Business Process Change: A Study of Methodologies, Techniques, and Tools”. MIS Quarterly, 21(1): 55-80. Khan, G.M., and Al-Buarki, E.A. (1992) “Strategic Planning in Bahrain”. Management Decision, 30(5): 3-9. Kim, Y.J., Song, J., and Koo, C. (2008) “Exploring the effect of strategic positioning on firm performance in the e-business context”. International Journal of Information Management, 28: 203-214. Meers, K.A., and Robertson, C. (2007) “Strategic Planning Practices in Profitable Small Firms in the United States”. The Business Review, Cambridge, 7(1): 302-307. Morgan, N.A., and Piercy, N.F. (1993) “Increasing Planning Effectiveness”. Management Decision, 31(4): 55-58. Ugboro, I.O., Obeng, K., and Spann, O. (2011) “Strategic Planning as an Effective Tool of Strategic Management in Public Sector Organizations: Evidence From Public Transit Organizations”. Administration & Society, 43(1): 87-123. D (Strategic Management Tools) Al Ghamdi, S.M. (2005) “The Use of Strategic Planning Tools and Techniques in Saudi Arabia: An empirical study”. International Journal of Management, 22(3): 376-395. Al-Sharrah, G.K., Hankinson, G., and Elkamel, A. (2006) “Decision-Making for Petrochemical Planning Using Multiobjective and Strategic Tools”. Chemical Engineering Research and Design, 84(A11): 1019-1030. Aldehayyat, J.S., Al Khattab, A.A., and Anchor, J.R. (2011) “The use of strategic planning tools and techniques by hotels in Jordan”. Management Research Review, 34(4): 477-490. Boston Consulting Group. (1970) “The Product Portfolio”. Boston Consulting Group, 1970. Available from: http://www.bcg.com/expertise_impact/publications/PublicationDetails.aspx?id=tcm:12-13257. Conklin, M., Powaga, K., and Lipovetsky, S. (2004) “Customer Satisfaction Analysis: Identification of Key Drivers”. European Journal of Operational Research, 154(3): 819-827. Copacino, W., and Rosenfield, D.B. (1986) “Analytic Tools for Strategic Planning”. IJPD & MM, 17(2): 79-93. Downey, J. (2007) “Strategic Analysis Tools”. The Chartered Institute of Management Accountants (CIMA), Topic Gateways, 34, October 2007. Frost, F.A. (2003) “The use of strategic tools by small and medium-sized enterprises: an Australasian study”. Strategic Change, 12: 49-62. Fryer, K.J., Antony, J., and Douglas, A. (2007) “Critical success factors of continuous improvement in the public sector”. The TQM Magazine, 19(5): 497-517. Goldsmith, A.A. (1996) “Strategic Thinking in International Development: Using Management Tools to See the Big Picture”. World Development, 24(9): 1431-1439. Gunn, R., and Williams, W. (2007) “Strategic tools: an empirical investigation into strategy in practice in the UK”. Strategic Change, 16: 201-216. Helms, M.M., and Nixon, J. (2010) “Exploring SWOT analysis – where are we now? A review of academic research from the last decade”. Journal of Strategy and Management, 3(3): 215-251. Kaplan, R.S., and Norton, D.P. (1996) “Using the Balanced Scorecard as a Strategic Management System”. Harvard Business Review, January-February 1996: 73-85. Kaplan, R.S., and Norton, D.P. (2001) “Transforming the Balanced Scorecard from Performance Measurement to Strategic Management: Part I”. Accounting Horizons, 15(1): 87-104. Kettinger, W.J., Teng, J.T.C., and Guha, S. (1997) “Business Process Change: A Study of Methodologies, Techniques, and Tools”. MIS Quarterly, 21(1): 55-80. King, R.K. (2004) “Enhancing SWOT Analysis Using TRIZ and the Bipolar Conflict Graph: A Case Study on the Microsoft Corporation”. The TRIZ Journal, 7 August 2004. Available from: http://www.triz-journal.com/archives/2004/08/07.pdf. Klemsa, J., and Perris, T. (1992) “Quality information for production management: A performance analysis tool for interactive use by plant personnel”. Computers & Chemical Engineering, 16(Supplement 1): S507-S516. Krauth, J., Duin, H., and Schimmel, A. (1998) “A comparison of tools for strategic simulation and scenario generation with special emphasis on ‘soft factors’’. Simulation Practice and Theory, 6: 23-33. LaLonde, S.M. (1996) “Key Driver Analysis Using Latent Class Regression”. Proceedings of the Survey Research Methods Section, American Statistical Association, 1996: 474-478. Available from: http://www.amstat.org/sections/srms/Proceedings/. Lieberman, M. (2001) “Key Driver Analysis”. Quirk’s Marketing Research Review, February 2001: 48-51. Martinsons, M., Davison, R., and Tse, D. (1999) “The balanced scorecard: a foundation for the strategic management of information systems”. Decision Support Systems, 25: 71-88. Morris, M.H., and Pitt, L.F. (1993) “The Contemporary Use of Strategy, Strategic Planning, and Planning Tools by Marketers: A Cross-national Comparison”. European Journal of Marketing, 27(9): 36-57. Naaranoja, M., Haapaleinen, P., and Lonka, H. (2007) “Strategic management tools in projects case construction project”. International Journal of Project Management, 25: 659-665. Oliver, G.R., and Donnelley, P.J. (2007) “Effective use of a Strategic Issue Management System (SIMS): combining tools and approach”. Journal of Public Affairs, 7: 399-406. Orndoff, K. (2002) “Strategic Tools for RIM Professionals”. Information Management Journal, 36(6): 65-71. Sinha, A. (2006) “Balanced Scorecard: A Strategic Management Tool”. Vidyasagar University Journal of Commerce, 11: 71-81. Usoro, A., and Abid, A. (2006) “Factors Affecting the Use of Computerised Strategic Planning Tools (SPT): Measures Development”. Journal of Information Science and Technology, 3(1): 33-56. Yousefie, S., Mohammadi, M., and Monfared, J.H. (2011) “Selection effective management tools on setting European Foundation for Quality Management (EFQM) model by a quality function deployment (QFD) approach”. Expert Systems with Applications, 38: 9633-9647. E (Relationship of Tools to Firm Performance/Outcomes) Hahn, W., and Powers, T.L. (2010) “Strategic plan quality, implementation capability, and firm performance”. Academy of Strategic Management Journal, January 2010. Available from CBS Interactive Business Network Resource Library: http://findarticles.com/p/articles/mi_m1TOK/ is_1_9/ai_n55123081/. Meers, K.A., and Robertson, C. (2007) “Strategic Planning Practices in Profitable Small Firms in the United States”. The Business Review, Cambridge, 7(1): 302-307. Spee, A.P., and Jarzabkowski, P. (2009) “Strategy tools as boundary objects”. Strategic Organization, 7(2): 223-232. Tapinos, E., Dyson, R.G., and Meadows, M. (2011) “Does the Balanced Scorecard make a difference to the strategy development process?” Journal of the Operational Research Society, 62(5): 888-899. NOTE: Many of the resources in Sections D & E will be referenced in both sections, to avoid confusion they are not copied in both places on this outline. Read More