The world is in a second nuclear age in which regional powers play an increasingly prominent role. These states have small nuclear arsenals, often face multiple active conflicts, and sometimes have ...weak institutions. How do these nuclear states-and potential future ones-manage their nuclear forces and influence international conflict? Examining the reasoning and deterrence consequences of regional power nuclear strategies, this book demonstrates that these strategies matter greatly to international stability and it provides new insights into conflict dynamics across important areas of the world such as the Middle East, East Asia, and South Asia.
Vipin Narang identifies the diversity of regional power nuclear strategies and describes in detail the posture each regional power has adopted over time. Developing a theory for the sources of regional power nuclear strategies, he offers the first systematic explanation of why states choose the postures they do and under what conditions they might shift strategies. Narang then analyzes the effects of these choices on a state's ability to deter conflict. Using both quantitative and qualitative analysis, he shows that, contrary to a bedrock article of faith in the canon of nuclear deterrence, the acquisition of nuclear weapons does not produce a uniform deterrent effect against opponents. Rather, some postures deter conflict more successfully than others.
Nuclear Strategy in the Modern Eraconsiders the range of nuclear choices made by regional powers and the critical challenges they pose to modern international security.
Over the last three decades, the prevailing view of information technology strategy has been that it is a functional-level strategy that must be aligned with the firm's chosen business strategy. Even ...within this socalled alignment view, business strategy directed IT strategy. During the last decade, the business infrastructure has become digital with increased interconnections among products, processes, and services. Across many firms spanning different industries and sectors, digital technologies (viewed as combinations of information, computing, communication, and connectivity technologies) are fundamentally transforming business strategies, business processes, firm capabilities, products and services, and key interfirm relationships in extended business networks. Accordingly, we argue that the time is right to rethink the role of IT strategy, from that of a functional-level strategy—aligned but essentially always subordinate to business strategy—to one that reflects a fusion between IT strategy and business strategy. This fusion is herein termed digital business strategy. We identify four key themes to guide our thinking on digital business strategy and help provide a framework to define the next generation of insights. The four themes are (1) the scope of digital business strategy, (2) the scale of digital business strategy, (3) the speed of digital business strategy, and (4) the sources of business value creation and capture in digital business strategy. After elaborating on each of these four themes, we discuss the success metrics and potential performance implications from pursuing a digital business strategy. We also show how the papers in the special issue shed light on digital strategies and offer directions to advance insights and shape future research.
Since the onset of the Fourth Industrial Revolution numerous corporations have found that traditional ‘strategic planning’ is ineffectual in responding to, or capitalising on, unforeseen or ...unexpected change. In recognition of this and associated symptoms of inertia, bankruptcy or worse, this fieldbook was written for the purpose of guiding strategy practitioners through their intended or unintended journey into the future by providing meaningful strategy practices that enable responses to disruption and more importantly, better strategy practices overall. With a focus on strategy practice (‘doing’ strategy), this book represents a ‘how-to’ of Third Wave Strategy as defined in detail in the introductory book Corporate Strategy (Remastered) I.
In addition to a description of methods that contribute to the philosophy of Third Wave Strategy, readers will witness the experiences of a virtual illustrative company that is travailing the same journey of organisational transformation and renewal that the methodologies described in this book also seek to address. The overall value of the book, therefore, is its ability to relate theory to practice in a factual and experiential format.
A key part of the use of the virtual case study based on the illustrative Third Wave Industries (T-wI) Corporation is the blending of the system and process mechanisms that are a part of Third Wave Strategy and its framework, the strategy tools and techniques that are drawn from new and existing strategy practice and the soft issues that are represented by the human responses to change, as well as the management of change enacted in a corporate environment.
Grandiose Strategy? James, William
The RUSI journal,
05/2020, Letnik:
165, Številka:
3
Journal Article
Recenzirano
Grand strategy is hailed by some as a silver bullet for resolving policy drift, while others reject it as a hubristic term. William James argues that expectations of this concept need to be revised. ...The first half of this article addresses the study of grand strategy. James identifies and critiques the prominent conceptual frameworks for evaluating grand strategy. He offers an alternative approach for measuring the quality of a state’s grand strategy, based on the notion of proportionality. The second half is tailored towards policymakers, as the article assesses the ways in which grand-strategic thinking can be improved in government.■
Studies have examined how managers use strategy tools, but we know much less about how managers create strategy tools de novo. We undertook an ethnographic study of a business facing a wicked problem ...and investigated the sociomaterial practice of collective toolmaking. We identify how strategy toolmaking oscillates between different problem domains and reveal how this manifests process affordances, which are ‘unintended’ by‐products of the toolmaking process. Counterintuitively, by intentionally making a strategic tool, actors unintentionally create a sociomaterial springboard for 'spin‐off strategizing' and ‘the discovery of latent ambiguities’, generating strategic value beyond the tool produced. These insights illuminate how the practice of collective toolmaking can stimulate wayfinding, indirectly helping managers to respond to wicked problems, characterized by high degrees of complexity, ambiguity, and indeterminacy.
This study develops a model of emergent strategy formation at a large telecommunications firm. It integrates prominent traditions in strategy process research—strategy as patterned action, as ...iterated resource allocation and as practice—to show how emergent strategy originates as a project through autonomous strategic behavior, then subsequently becomes realized as a consequence of mobilizing wider support to provide impetus, manipulating strategic context to legitimate the project by constructing it as consonant with the prevailing concept of strategy, and altering structural context to embed it within organizational units, routines, and objectives. The study theorizes the role of "practices of strategy articulation" in emergent strategy formation, and explains why some autonomous strategic behavior becomes "ephemeral" and disappears rather than enduring to become emergent strategy.
The elephant herding optimization (EHO) is a recent swarm intelligence algorithm. This algorithm simulates the clan updating and separation behavior of elephants. The EHO method has been successfully ...deployed in various fields. However, a more reliable implementation of the standard EHO algorithm still requires improving the control and selection of the parameters, convergence speed, and efficiency of the optimal solutions. To cope with these issues, this study presents an improved EHO algorithm terms as IMEHO. The proposed IMEHO method uses a global velocity strategy and a novel learning strategy to update the velocity and position of the individuals. Furthermore, a new separation method is presented to keep the diversity of the population. An elitism strategy is also adopted to ensure that the fittest individuals are retained at the next generation. The influence of the parameters and strategies on the IMEHO algorithm is fully studied. The proposed method is tested on 30 benchmark functions from IEEE CEC 2014. The obtained results are compared with other eight metaheuristic algorithms and evaluated according to Friedman rank test. The results imply the superiority of the IMEHO algorithm to the standard EHO and other existing metaheuristic algorithms.
We examine the fit between a firm's product market strategy and its business model. We develop a formal model in order to analyze the contingent effects of product market strategy and business model ...choices on firm performance. We investigate a unique, manually collected dataset, and find that novelty-centered business models--coupled with product market strategies that emphasize differentiation, cost leadership, or early market entry--can enhance firm performance. Our data suggest that business model and product market strategy are complements, not substitutes.
I develop a model of framing contests to elucidate how cognitive frames influence organizational strategy making. By using ethnographic techniques to study the day-to-day practices of strategy making ...in one firm, I examine the ways actors attempted to transform their own cognitive frames of a situation into predominant frames through a series of interactions. Frames are the means by which managers make sense of ambiguous information from their environments. Actors each had cognitive frames about the direction the market was taking and about what kinds of solutions would be appropriate. Where frames about a strategic choice were not congruent, actors engaged in highly political framing practices to make their frames resonate and to mobilize action in their favor. Those actors who most skillfully engaged in these practices shaped the frame that prevailed in the organization. This framing perspective suggests that frames are not only instrumental tools for the ex post justification of actions taken through power, but rather are an ex ante part of the political process that produces decisions. Uncertainty opens up the possibility for new actors to gain power, and contesting frames is a way of changing the power structures in the organization. A principal contribution of the framing contests model is to locate a middle ground between cognitive and political models of strategy making, one in which frames are both constraints and resources and outcomes can be shaped by purposeful action and interaction to make meaning.
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