Authors
msra
摘要
This paper reports on the results of a survey on the adoption of strategy tools by domestic and international alumni from a sample of UK business schools. Results show that strategic management tools are indeed relevant in practice, suggesting that strategic management is an applied science. However, in order to understand strategy as an applied science, we need to understand how and why practitioners use strategy tools rather than holding academic preconceptions about the theoretical bases and utility of those tools. This paper explains why we should look at the use of strategic management theory in practice as a matter of 'tools' rather than 'theory'. It then explains the research design and methods of a mapping study of strategy tools adoption conducted with a sample of domestic and international alumni in nine UK business schools in 2007. The findings from this survey are presented in terms of strategy tool awareness, rank ordering of tools within different stages of the strategy process by volume of use and by perceived value, and some individual, organizational and educational influences on strategy tool adoption. These results are interpreted and discussed. The paper contributes to the relevance debate by providing a body of evidence on what strategic management tools are used, by whom, in what context and for what tasks. Such evidence is essential to inform the ongoing relevance debate in two ways. First, it confirms that strategic management theory is relevant to practitioners, albeit not necessarily in the ways that academics conceptualize relevance. Second, it extends the notion of relevance beyond primarily instrumental considerations, as the results indicate that this is not the only consideration influencing practitioner' selection of tools
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