Session Details: Session 1113

Innovating Change to Improve Business

Track J

Date: Wednesday, October 15, 2008


Time: 10:00 – 11:15


Room: Salon 20

Session Chair:
Robert Wright, Hong Kong Polytechnic University

Title: A Study of the Influence of High Strategy Creation Capability on Organization Performance


  • Timothy O'Shannassy, RMIT University

Abstract: There has been a trend in the strategy literature in recent years to highlight the creation of novel strategies by firms in response to the challenges of the modern business environment. However, there has only been limited insight in the quality literature on how this might be done. A stratified sample of 216 company directors, chief executive officers, top managers, strategy professionals and line managers provides the data for investigation of the influence of high strategy creation capability on organization performance. To facilitate this study a range of statistical techniques are applied to development of new reliable and valid strategy creation and organization performance survey scales. Robust multiple regression analysis demonstrates strong support for a relationship between high strategy creation capability and organization performance.

Title: Benefiting from Novel Business Methods: A Clinical Examination of Pay-As-You-Drive Auto Insurance


  • Panos Desyllas, University of Bath
  • Mari Sako, Oxford University

Abstract: With the bulk of research having focused on technological innovation, relatively little is known about strategies for benefiting from business method innovations. This issue is of particular interest nowadays that novel methods of doing business have become patentable subject matter. This paper aims to (1) define the concept of business method and explore the meaning of innovation in business methods; (2) assess the effectiveness of Business Method Patents (BMPs) as a means of profiting from innovation. Our analysis draws on evidence from the auto insurance industry. We assess the strategic and market value of BMPs using a clinical examination of the Pay-As-You-Drive auto insurance by Progressive Casualty Insurance. Our methods consist of interviews with industry experts and patent attorneys and an event study analysis.

Title: Competence Management: A Method, the Case of Energia Futura


  • Daniel Degravel, California State University, Northridge

Abstract: This paper describes a general framework for identifying and organizing competences in a large firm, called Energia Futura for confidentiality reasons. It attempts to contribute to the Resources and Competences Management (R&CM) aspect of the Resource-Based View (RBV), through an in-depth analysis of Energia Futura that the searcher conducted while serving as an internal consultant for that firm. This work contributes to the identification/analysis of competences, to the understanding of the links between competence and strategy; it provides of a global framework for R&CM and an organizational system for managing R&C. Its main target is methodological and practical: it aims to serve as a global guide for top managers and consultants to explore a landscape still exhibiting many bumps and few beacons.

Title: Making Sense of Top and Middle Managers' Cognitions of McKinsey's 7S +3 in Practice


  • Robert Wright, Hong Kong Polytechnic University
  • Richard Soparnot, ESCEM - School of Business and Management

Abstract: Building on McKinsey’s 7S framework we gained access to a listed company undergoing strategic renewal to elicit how top and middle managers make sense of these key organizational issues in helping them drive and innovate change to improve the business. We interviewed their top management (19) and middle managers (17) using a psychological methodology to better understand their managerial cognitions. Using theories of Strategy-as-Practice, Sensemaking / Sensegiving, Dominant Logic and Personal Constructs Theory, we capture the underlying theories-in-use of how these executives see, interpret and makes sense of strategy implementation. We also developed two conceptual models of top and middle managers’ sensemaking during time of strategic renewal. Implications to theory and practice to strategy-as-practice research are discussed along with directions for future research.

All Sessions in Track J...

Sun: 10:00 – 11:30
Session 1506: Practitioner Cases: Linking Research with New Strategy Practices
Sun: 13:00 – 14:30
Session 1605: Theoretical Perspective of Practice: The Practice Approach
Sun: 15:00 – 16:30
Session 1706: Theoretical Perspective of Practice: Strategy-as-Practice
Mon: 11:15 – 12:30
Session 1109: What Is Strategy-as-Practice?
Mon: 15:30 – 16:45
Session 1116: The Different Roles of Strategy Tools
Mon: 17:00 – 18:15
Session 1112: Workshops, Meetings, Models and Tools in Strategizing
Tue: 11:15 – 12:30
Session 1114: Strategic Planning is Alive!
Tue: 14:30 – 15:45
Session 1111: Capabilities of Strategy Practitioners
Wed: 10:00 – 11:15
Session 1113: Innovating Change to Improve Business
Wed: 11:30 – 12:45
Session 1115: Identifying Strategizing in Practice

Strategic Management Society

Cologne Conference