Conceptualization of the corporate strategy assessment model with Meta-Synthesis approach

Document Type : Original Article

Authors

1 Ph.D. candidate in strategic management, Faculty of Management and Economics, Tarbiat Modares University

2 Department of Business Administration, Faculty of Management and Economics, Tarbiat Modares University

3 Department of Business Administration, Faculty of Management, Shahid Beheshti University

Abstract

Strategy assessment process as an effective process in prioritization and selection, effective implementation of the organization's strategies, improvement in other stages of strategic management including drafting and implementation processes, and finally improving organizational performance and value creation in the organization, is very important. be The purpose of this research was to conceptualize the phenomenon of corporate strategy assessment through identifying, analyzing and presenting factors and components of strategy assessment. The research was conducted based on the meta-Synthesis qualitative method on 836 articles and related references found from 2000 to 2022. The results of 56 selected references were analyzed based on 63 categories or concepts, 24 sub-themes and 4 main themes (structure), including macro-organizational and development-oriented factors, organizational capability and resource-oriented factors, system and infrastructure factors, and strategic consequences. The findings of the research showed that the strategy assessment process is formed with a very small influence of macro-organizational policies and plans and the overall strategic direction of the organization and with a greater influence of systemic and infrastructural components and organizational capability, and as a result, systemic and infrastructural factors and Organizational capabilities have a great role in the formulation and implementation of the strategy assessment process. In the infrastructure factors, the "system and process approach" component has the largest share, and in the organizational capability factors, the "internal capabilities and competences" component has the largest share. Finally, the conceptual model of the strategy assessment process including the factors and components related to the phenomenon of strategy assessment was presented.

Keywords


  1. Opolski K, Modzelewski P. The use of evaluation in the process of designing a strategy. In: Evaluation at strategic level of governance. Institute for Sustainable Technologies – National Research Institute; 2011. p. 23–38.
  2. Fadun OS. Strategic Management, an Organisational Risk Management Framework: Case Study of Guaranty Trust Bank Plc. International Journal of Academic Research in Accounting Finance and Management Sciences. 2014 Apr 1;4:51–61.
  3. Mbele SD. Continual business strategy regeneration. [Internet] [Thesis]. 2004 [cited 2022 Mar 10]. Available from: https://researchspace.ukzn.ac.za/handle/10413/1875
  4. Ayoubi M, Mehrabanfar E, Banaitis A. Guidelines on Designing Conceptual Framework for Strategic Management with Application to the Energy Industry. Administrative Sciences [Internet]. 2018 Jun 28 [cited 2022 Mar 17];8(3):27. Available from: http://www.mdpi.com/2076-3387/8/3/27
  5. Acur N, Englyst L. Assessment of strategy formulation: how to ensure quality in process and outcome. Int Jrnl of Op & Prod Mnagemnt [Internet]. 2006 Jan [cited 2020 Apr 12];26(1):69–91. Available from: https://www.emerald.com/insight/content/doi/10.1108/01443570610637021/full/html
  6. De Felice F, Petrillo A. Key Success Factors for Organizational Innovation in the Fashion Industry. International Journal of Engineering Business Management [Internet]. 2013 Jan 1 [cited 2022 Mar 11];5:27. Available from: http://journals.sagepub.com/doi/10.5772/56882
  7. Esfahani P, Mosadeghrad AM, Akbarisari A. The success of strategic planning in health care organizations of Iran. International J Health Care QA [Internet]. 2018 Jul 9 [cited 2020 Sep 18];31(6):563–74. Available from: https://www.emerald.com/insight/content/doi/10.1108/IJHCQA-08-2017-0145/full/html
  8. خدادادحسینی سیدحمید. مدیریت و برنامه ریزی استراتژیک. چهارم-پاییز 1396. انتشارات صفار; 1391
  9. Khodadad Hosseini p. Management and strategic planning. April-Autumn 2016. Safar Publications; 1391 [In Persian] 
  10. Acharibasam JB, Noble BF. Assessing the impact of strategic environmental assessment. Impact Assessment and Project Appraisal [Internet]. 2014 Jul 3 [cited 2020 Apr 12];32(3):177–87. Available from: http://www.tandfonline.com/doi/abs/10.1080/14615517.2014.927557
  11. Acur N, Englyst L. Assessment of strategy formulation: how to ensure quality in process and outcome. Int Jrnl of Op & Prod Mnagemnt [Internet]. 2006 Jan [cited 2020 Apr 16];26(1):69–91. Available from: https://www.emerald.com/insight/content/doi/10.1108/01443570610637021/full/html
  12. Goodwin P, Wright G. Enhancing Strategy Evaluation in Scenario Planning: a Role for Decision Analysis. J Management Studies [Internet]. 2001 Jan [cited 2020 Apr 26];38(1):1–16. Available from: http://doi.wiley.com/10.1111/1467-6486.00225
  13. Bröder A, Schiffer S. Bayesian strategy assessment in multi-attribute decision making: Strategy Assessment in Decision Making. J Behav Decis Making [Internet]. 2003 Jul [cited 2020 Apr 12];16(3):193–213. Available from: http://doi.wiley.com/10.1002/bdm.442
  14. Nasierowski W. Sci-Hub | Methods to Evaluate and Select Strategic Plans: A Review of Concepts. Management Research News, 12(8), 5–19 | 10.1108/eb028059 [Internet]. 1989 [cited 2020 May 2]. Available from: https://sci-hub.tw/10.1108/eb028059
  15. Calandro J. Considering the utility of Altman’s Z‐ score as a strategic assessment and performance management tool. Strategy & Leadership [Internet]. 2007 Sep 11 [cited 2020 Apr 12];35(5):37–43. Available from: https://www.emerald.com/insight/content/doi/10.1108/10878570710819206/full/html
  16. Brunsman B, DeVore S, Houston A. The corporate strategy function: Improving its value and effectiveness. JOURNAL OF BUSINESS STRATEGY [Internet]. 2011 [cited 2020 Apr 12]; 32(5 2011): 43–50. Available from: https:// www.researchgate.net/ publication/ 239781199_ The_ corporate_ strategy_ function_Improving_its_value_and_effectiveness
  17. Papadelis S, Flamos A, Androulaki S. Setting the framework for a Business Strategy Assessment Model. International Journal of Energy Sector Management [Internet]. 2012 Nov 16 [cited 2022 Mar 10];6(4):488–517. Available from: https://www.emerald.com/insight/content/doi/10.1108/17506221211281993/full/html
  18. Bourne M, Melnyk S, Bititci US. Performance measurement and management: theory and practice. Int Jrnl of Op & Prod Mnagemnt [Internet]. 2018 Nov 5 [cited 2020 Sep 18];38(11):2010–21. Available from: https://www.emerald.com/insight/content/doi/10.1108/IJOPM-11-2018-784/full/html
  19. Chan TK, Abdul-Aziz AR. Financial performance and operating strategies of Malaysian property development companies during the global financial crisis. J of Fin Man of Prop and Cons [Internet]. 2017 Aug 7 [cited 2020 Sep 18];22(2):174–91. Available from: https://www.emerald.com/insight/content/doi/10.1108/JFMPC-02-2016-0009/full/html
  20. Krishnan D, Islam R, Sarif SMhd. A hierarchical model to enhance financial and strategic performance of an oil and gas company in Malaysia. International Journal of Energy Sector Management [Internet]. 2019 Jan 1 [cited 2020 Sep 18];14(2):482–503. Available from: https://doi.org/10.1108/IJESM-01-2019-0001
  21. Islam S. A practitioner’s guide to the design of strategy map frameworks. Pacific Accounting Review [Internet]. 2018 Aug 6 [cited 2020 Sep 18];30(3):334–51. Available from: https://www.emerald.com/insight/content/doi/10.1108/PAR-05-2017-0038/full/html
  22. Lueg R. Strategy maps: the essential link between the balanced scorecard and action. Journal of Business Strategy [Internet]. 2015 Apr 20 [cited 2020 Sep 18];36(2):34–40. Available from: https://www.emerald.com/insight/content/doi/10.1108/JBS-10-2013-0101/full/html
  23. Cheng MM, Humphreys KA. The Differential Improvement Effects of the Strategy Map and Scorecard Perspectives on Managers’ Strategic Judgments. The Accounting Review [Internet]. 2012 May 1 [cited 2020 Sep 18];87(3):899–924. Available from: https://meridian.allenpress.com/accounting-review/article/87/3/899/127821/The-Differential-Improvement-Effects-of-the
  24. Kaul A. Culture vs strategy: which to precede, which to align? Journal of Strategy and Mgt [Internet]. 2019 Feb 18 [cited 2020 Sep 18];12(1):116–36. Available from: https://www.emerald.com/insight/content/doi/10.1108/JSMA-04-2018-0036/full/html
  25. Akhtar F, Lodhi SA, Shah Khan S. Permaculture approach: linking ecological sustainability to businesses strategies. Management of Environmental Quality: An International Journal [Internet]. 2015 Jan 1 [cited 2020 Sep 18];26(6):795–809. Available from: https://doi.org/10.1108/MEQ-01-2015-0001
  26. Edirisinghe Vincent N, Pinsker R. IT risk management: interrelationships based on strategy implementation. IJAIM [Internet]. 2020 Mar 18 [cited 2020 Sep 18];28(3):553–75. Available from: https://www.emerald.com/insight/content/doi/10.1108/IJAIM-08-2019-0093/full/html
  27. Hermawati A. Identify strategies for cooperatives in East Java with analytic hierarchical process. IJDI [Internet]. 2020 Mar 23 [cited 2020 Sep 18];19(1):103–17. Available from: https://www.emerald.com/insight/content/doi/10.1108/IJDI-10-2019-0183/full/html
  28. Karasan A, Erdogan M, Ilbahar E. Prioritization of production strategies of a manufacturing plant by using an integrated intuitionistic fuzzy AHP & TOPSIS approach. Journal of Ent Info Management [Internet]. 2018 Jul 9 [cited 2020 Sep 18];31(4):510–28. Available from: https://www.emerald.com/insight/content/doi/10.1108/JEIM-01-2018-0001/full/html
  29. Shafiee M. Maintenance strategy selection problem: an MCDM overview. J of Qual in Maintenance Eng [Internet]. 2015 Oct 12 [cited 2020 Sep 18];21(4):378–402. Available from: https://www.emerald.com/insight/content/doi/10.1108/JQME-09-2013-0063/full/html
  30. Sobhanallahi MA, Gharaei A, Pilbala M. Provide a new method to determine effectiveness or performance rate of organization strategies based on Freeman model and using improved dimensional analysis method. In: 2016 12th International Conference on Industrial Engineering (ICIE) [Internet]. Tehran, Iran: IEEE; 2016 [cited 2022 Mar 11]. p. 125–33. Available from: http://ieeexplore.ieee.org/document/7519358/
  31. Onuka AOU. MANAGEMENT AND EVALUATION AS A CONFLUENCE. In: International Conference on Education Proceedings. 2011. p. 191–201.
  32. Kimani AM. Effect of Strategic Management Practices on Organizational Performance of Fintech in Africa: A Case Study of Cellulant Corporation [Internet] [Thesis]. United States International University - Africa; 2018 [cited 2022 Mar 11]. Available from: http://erepo.usiu.ac.ke:8080/xmlui/handle/11732/4160
  33. Yap TH. Improving competitive strategic planning concepts: a study to enhance professional practice in professional services [Internet]. University of Southern Queensland; 2013 [cited 2022 Mar 11]. Available from: https://eprints.usq.edu.au/23488/
  34. Chen K, Guo W, Li H. The Implementation of Strategy Evaluation Model and Index System Construction. IJBM [Internet]. 2009 Feb 10 [cited 2022 Mar 10];3(9):p121. Available from: http://www.ccsenet.org/journal/index.php/ijbm/article/view/1277
  35. Negash a. Assessment of factors influencing strategic plan implementation, the case of national tobacco enterprise (ethiopia) s.c [internet] [thesis]. St.mary’s university; 2018 [cited 2022 mar 10]. Available from: http://repository.smuc.edu.et/handle/123456789/4438
  36. Suprijadi B. Evaluative Design of Strategic Management Implementation at Regencies and Cities Development. Jurnal Aplikasi Manajemen. 2012;10(4):842–51.
  37. F. Gomes C, M. Yasin M, V. Lisboa J. Sci-Hub | Discerning competitive strategy through an assessment of competitive methods. The Service Industries Journal, 34(12), 974–998 | 10.1080/02642069.2014.915946 [Internet]. 2014 [cited 2020 Apr 16]. Available from: https://sci-hub.tw/10.1080/02642069.2014.915946
  38. Mazahrih B, Baniata H, Ghafeer MH. The Impact of Sustainability to Strengthen the Competitiveness of Industrial Companies. Research Journal of Finance and Accounting. 2014 Feb 1;5:127–46.
  39. John S, Knight JL. Supporting Sustainability During Strategy Development. 2003;
  40. جامی پور مونا, عصاریان محمد, یزدانی حمیدرضا. بررسی تاثیر گرایش استراتژیک کسب و کار بر عملکرد سازمانی با نقش میانجی مدیریت دانش. فصنامه مدیریت بازرگانی. 1397؛ دوره 10(شماره 4):835–54
  41. Jamipour M, Asarian M, Yazdani H. Investigating the impact of strategic business orientation on organizational performance with the mediating role of knowledge management. Resolution of business management. 2017; Volume 10(Number 4): 835-54 [In Persian]
  42. De Felice F, Petrillo A. Multidimensional Balanced Efficiency Decision Model. Journal of Technology Management & Innovation [Internet]. 2015 Oct [cited 2022 Mar 11];10(3):92–103. Available from: http://www.scielo.cl/scielo.php?script=sci_arttext&pid=S0718-27242015000300011&lng=en&nrm=iso&tlng=en
  43. Guyo HA. Strategic Planning Process and Competitive Positioning of Deposit-Taking Saccos in Marsabit County, Kenya [Internet] [Thesis]. Kenyatta University; 2020 [cited 2022 Mar 11]. Available from: https://ir-library.ku.ac.ke/handle/123456789/21898
  44. Sandelowski M. Reading, writing and systematic review. Journal of Advanced Nursing [Internet]. 2008 Oct [cited 2022 Dec 23]; 64(1) : 104–10. Available from: https://onlinelibrary.wiley.com/doi/10.1111/j. 1365 - 2648. 2008. 04813 . x
  45. Sandelowski M, Barroso J. Handbook for Synthesizing Qualitative Research. Springer Publishing Company; 2006. 311 p.