David Jennings

Strategic sourcing: benefits, problems and a contextual model

This paper reviews the strategic benefits and problems relating to the outsourcing decision. These include issues of cost, quality, flexibility, strategic focus, leverage and diversification, the potential loss of critical skills and knowledge, and appropriation of final product value. The outsourcing decision is presented as one that will vary between firms within an industry through the differences in each organization’s context. A model is developed, structuring the contextual factors: capability, cost, technology, supply and product market conditions, to enable a consideration of the outsourcing decision through a focus upon its implications for competitive advantage.

Strategic management: an evaluation of the use of three learning methods

The article examines the use of three learning methods in the teaching of strategic management; the case method, simulation and action learning, in the form of a consultancy project. A survey of course members’ perceptions of learning outcomes indicates that simulation is the most effective method. Conclusions are provided for the design of strategic management programmes and the development of action learning projects.

Strategic guidelines for outsourcing decisions

This article: examines outsourcing as a potentially complex decision that has been associated with both the development of strategic advantage and the loss of strategic capability; discusses a range of perspectives that have been proposed for evaluating the outsourcing decision, including the role of competitive advantage and environmental change, cost, capability, the need to retain and develop essential relationships, choice of technology and the monitoring and revision of sourcing decisions; develops guidelines for the decision; makes reference to the experience of companies in a variety of industries.

Strategic management and the case method

Reports the results of a survey of UK lecturers involved in teaching strategic management to postgraduate and post‐experience students. Identifies the lecturer’s objectives in using case studies and evaluates the effectiveness of the case method in achieving those objectives. Finds that the method is successful in achieving participation and in developing communication and interpersonal skills, but less successful in the development of strategic analysis. Finds that a wide range of other methods are used in the teaching of strategic management, and that these methods can be used partly to replace and also to complement the use of case.

Researching and writing strategic management cases: a systems view

Considers the research and writing of strategic management cases which are intended to develop student’s problem‐solving abilities. Identifies a number of benefits associated with the writing of teaching cases. Proposes that the concepts and techniques of strategic management are consistent with a systems perspective and that strategic situations can be modelled as systems. Develops a systems ‐based method for the research and writing of case studies and examines its application to a particular case study. The method may be transferable to other management disciplines.

Environmental scanning in an emerging industry

The article reports the findings of a study of environmental scanning in an emerging industry, Traffic Management Technology (TMT). The study identifies: The information that provided the stimulus to enter the industry. The types of external information that are seen as most important to the initiative and its development. The importance of various sources of external environmental information. The uncertainties that remained for the decision. Scanning activity is found to be characterised by attention to the task environment and the use of personal sources of information. Proposals are made for the development of scanning techniques. Copyright

Building Societies and Strategic Sourcing: Criteria and Dynamics

In the literature of strategic management outsourcing has become recognised as a means to achieve a range of strategic benefits. This article examines the criteria employed by building societies to select and evaluate opportunities for outsourcing. The societies’ sourcing decisions are subject to multiple criteria that, together with a conservative culture, act to limit the use of outsourcing. Case material is used to develop a model of sourcing that relates the processes of evaluation, review and learning to changes in the technological, legal and market environment. Changes in the environment require the societies to retain the ability to monitor; review and possibly reverse sourcing decisions.

Corporate planning: post-privatization change in a UK electricity utility

Abstract The article provides a study of post-privatization change in the corporate planning process at PowerGen, a UK electricity generating company, examining changes in the planning process in the context of the companys evolving competitive environment and developing corporate strategy. Following privatization in 1991 the company has diversified into other forms of energy and developed international operations. The companys planning process has developed from a centralized to a devolved and commercially orientated process. Increasing financial pressures and the need for integration between businesses have resulted in further changes in the planning process. Structure and process appear to follow strategic change. The practice of corporate planning assumes increasing importance in the privatized concern.