Manajemen Stratejik Sebagai Proses Manajemen Keterdesakan
DOI:
https://doi.org/10.21632/Keywords:
strategi, keterdesakan, tujuh elemen, transformasi, konfigurasi, para pemimpin, stratejikAbstract
Nowadays firms are being confronted with a very different kind of urgency situation than they have ever encountered before. The demand to maximize profit now comes along with a call for social responsibility and the effort to minimize the effect of the climate change. Still, there is not a single text-book on Strategic Management that mentions that the “urgency” management process is more appropriate than the “strategy” management process. Most of the textbook still identify Strategic Management with the strategy management process based on the uniformed steps: “Strategic Analysis, Strategy Formulation, Strategy Implementation, and Strategy Evaluation”. However, in reality, the number of firms that have failed to implement strategy keeps rising. To overcome the limitation of the strategy management process we need the urgency management process. Literature study has identified that there is urgency behind every strategy. The conducted case study research has succeeded in revealing the abovementioned urgency management process. The theory of urgency management process suggests that by managing the seven forces that generate the urgency the strategic leaders can generate the proven strategies to overcome the urgency.
References
Ansoff, H. I. (1965). Corporate strategy: An analytic approach to business policy for growth and expansion. New York: McGraw-Hill.
Berns, G. (2008). Iconoclast: A neuroscientist reveals how to think differently. Boston, MA: Harvard Business School Press.
Bossidy, L., Charan, R., & Burk, C. (2002). Execution: The discipline of getting things done. New York: Crown Business.
Clavell, J. (1983). The art of war: Sun Tzu. New York: Dell Publishing.
David, F. R. (2009). Strategic management: Concepts and cases. New Jersey: Pearson International Edition.
Griffith, S. B. (1980). Sun Tzu: The Art of War. Oxford University Press.
Hamel, G., & Prahalad, C. K. (1994). Competing for the future. Boston, MA: Harvard Business School Press.
Hrebiniak, L. G. (2005). Making strategy work: A guide to effective execution and change. Wharton School Publishing.
Ireland, R. D., Hoskisson, R. E., & Hitt, M. A. (2009). The management of strategy: Concepts and cases (8th ed.). Mason, OH: South-Western Cengage Learning.
Kristamuljana, S. (2011). "Keep it strategic, stupid!", Forum Manajemen Prasetiya Mulya, 25(2), March-April, [page range].
Kristamuljana, S. (2005). "Manajemen stratejik model resultan bagi fenomena perusahaan sebagai sosok pribadi", Karya Ilmiah: Pengangkatan Guru Besar Sekolah Tinggi Manajemen Prasetiya Mulya, 26 November 2005. (Unpublished).
Kristamuljana, S. (2003). "Penerapan model resultan manajemen stratejik organisasi pembelajaran", Jurnal Manajemen Prasetiya Mulya, 8(2), November, 86-101.
Kristamuljana, S. (2002). "Delapan komponen model resultan: Manajemen stratejik organisasi pembelajaran", Prasetiya Mulya Management Journal, 7(13), December, 72-85.
Lafley, A. G., & Charan, R. (2008). The game changer: How you can drive revenue and profit growth with innovation. New York: Crown Business.
Learned, E. P., Christensen, C. R., Andrews, K. R., & Guth, W. D. (1965). Business policy: Texts and cases. Homewood, IL: Irwin.
McKinsey & Company. (2011). "Putting strategies to the test: McKinsey Global Survey results". Retrieved from https://www.mckinseyquarterly.com/Strategy/Strategic_Thinking/Putting.
Mintzberg, H., Ahlstrand, B., & Lampel, J. (1998). Strategy safari: A guided tour through the wilds of strategic management. New York: The Free Press.
Miller, A. (1998). Strategic management (3rd ed.). International Edition. Irwin/McGraw-Hill.
Montana, P. J., & Charnov, B. H. (2008). Management (4th ed.). Barron’s Educational Series.
Paret, P., & Moran, D. (Eds.) (1992). Carl von Clausewitz: Historical and political writings. Princeton University Press.
Porter, M. E. (1980). Competitive strategy: Techniques for analyzing industries and competitors. New York: The Free Press.
Porter, M. E. (1985). Competitive advantage: Creating and sustaining superior performance. New York: The Free Press.
Speculand, R. (2005). Bricks to bridges: Make your strategy come alive. Singapore: Bridges Business Consultancy Int.
Speculand, R. (2009). Beyond strategy: The leader’s role in successful implementation. John Wiley & Sons.
Sawyer, R. D. (1993). The seven military classics of ancient China. Colorado and Oxford: Westview Press.
Thompson, Jr., A. A., Strickland, A. J., & Gamble, J. E. (2010). Crafting and executing strategy: The quest for competitive advantage: Concepts and cases (17th ed.). New York: McGraw-Hill.
Taryadi, A. (1989). Epistemologi pemecahan masalah menurut Karl R. Popper. Jakarta: Gramedia Pustaka Utama.
Yin, R. K. (1994). Case study research: Design and methods (2nd ed.). Beverly Hills, CA: SAGE Publications.
Yin, R. K. (1989). Case study research: Design and methods. Beverly Hills, CA: SAGE Publications.
Downloads
Submitted
Published
How to Cite
Issue
Section
License
Copyright (c) 2010 Sammy Kristamuljana
This work is licensed under a Creative Commons Attribution-ShareAlike 4.0 International License.
Journal Author(s) Rights
For IRJBS to publish and disseminate research articles, we need publishing rights (transferred from the author(s) to the publisher). This is determined by a publishing agreement between the Author(s) and IRJBS. This agreement deals with the transfer or license of the copyright of publishing to IRJBS, while Authors still retain significant rights to use and share their own published articles. IRJBS supports the need for authors to share, disseminate and maximize the impact of their research and these rights, in any databases.
As a journal Author, you have rights to many uses of your article, including use by your employing institute or company. These Author rights can be exercised without the need to obtain specific permission. Authors publishing in IRJBS journals have comprehensive rights to use their works for teaching and scholarly purposes without needing to seek permission, including:
- use for classroom teaching by Author or Author's institution and presentation at a meeting or conference and distributing copies to attendees;
- use for internal training by the author's company;
- distribution to colleagues for their research use;
- use in a subsequent compilation of the author's works;
- inclusion in a thesis or dissertation;
- reuse of portions or extracts from the article in other works (with full acknowledgment of the final article);
- preparation of derivative works (other than commercial purposes) (with full acknowledgment of the final article);
- voluntary posting on open websites operated by the author or the author’s institution for scholarly purposes,
(But it should follow the open access license of Creative Common CC-by-SA License).
Authors/Readers/Third Parties can copy and redistribute the material in any medium or format, as well as remix, transform, and build upon the material for any purpose, even commercially. Still, they must give appropriate credit (the name of the creator and attribution parties (authors' detail information), a copyright notice, an open access license notice, a disclaimer notice, and a link to the material), provide a link to the license, and indicate if changes were made (Publisher indicates the modification of the material (if any) and retain an indication of previous modifications.
Authors/Readers/Third Parties can read, print and download, redistribute or republish the article (e.g. display in a repository), translate the article, download for text and data mining purposes, reuse portions or extracts from the article in other works, sell or re-use for commercial purposes, remix, transform, or build upon the material, they must distribute their contributions under the same license as the original Creative Commons Attribution-ShareAlike (CC BY-SA).
This work is licensed under a Creative Commons Attribution-ShareAlike 4.0 International License.
