CHAPTER 15: STRATEGIC MANAGEMENT PRESENT AND FUTURE TRENDSIntroduction and Chapter overviewTrong du lch, cng nh cc ngnh khc, cc nh qun l hc cch tip cn vic qun l mt cch chin lc v ton din nhm mang li nhng li th cnh tranh cho t chc. Tuy nhin, qun l chin lc khng phi l mt k lut lao ng (l thuyt) chn mui, nu thc s n c th c gi l k lut lao ng (l thuyt) khi n thc s a v lin ngnh nghin cu. Cc nh chin lc c kt c ch yu da vo cc ngnh hc a dng nh l thuyt v hnh vi ca t chc, qun tr nhn lc, kinh t ti chnh v k ton, v maketing nhm c c mt l thuyt ring cho mnh v phn tch cu trc. Tng lai ca qun l chin lc chc chn s ko di hn trong tng lai. V l do , l thuyt, cng c v k thut c s dng trong qun l chin lc trong nhiu trng hp i xa hn so vi cu trc c vy dng. ti s tip tc pht trin v s chi tit ca nhng phng php cng nh phng php lun s pht trin v ci tin qua thi gian.Trng tm ca qun l chin lc l s mong mun gii thch c ti sao vic mt vi doanh nghip t c li th cnh tranh da trn hiu qu cao. Trong nhng nm 80 th li th cnh tranh da trn v th cnh tranh ca t chc trong chnh mi trng ca t chc m mi trng da trn h thng lp k hoch (Argenti, 1965; Porter, 1980, 1985). Nguyn l ny l mt thch thc i vi cc nh chin lc, nhng ngi tin rng trong mi trng kinh doanh hn lon, chin lc c th pht trin mnh v li th cnh tranh da trn nng lc ca doanh nghip xy dng nng lc ct li iu m i th cnh tranh khng th thay th (Prahalad and Hamel, 1990; Kay, 1993; Hamel and Prahalad, 1994; Heene and Sanchez, 1997). i vi chng ny, mc ch l tng hp li nhng kin thc chng trc, p ng hai mc ch ca vic nhn nh ngun gc ca qun l chin lc trc khi quan tm n s pht trin gn y ca qun l chin lc, nh hng qun l chin lc trong tng lai.Learning Objectives: Outline the development of strategic management as an academic discipline(Phc tho s pht trin ca chin lc kinh doanh nh mt hnh thc k thut) Explain and explore the planned/prescriptive approach to strategic management(Gii thch v nghin cu k hoch/ cch thc tip cn qun l chin lc) explain and exploire the emergent/incremental approach to strategic management(Gii thch v nghin cu cch tip cn r nt/ gia tng ti qun l chin lc) explain and exploire the competive positioning approach to strategic management(Gii thch v nghin cu phng thc tip cn v th cnh tranh qun l chin lc) explain and exploire the resource/core competence approach to strategic management(Gii thch v nghin cu ngun lc v nng lc ct li trong vic tip cn qun l chin lc) identify likely developments in strategic management, namely collaborative advantage and knowledge management(Nhn nh s pht trin ca qun l chin lc, vi hai hnh thc l li th hp tc v qun l tri thc)Themes in strategic managementThe big controversiesChin lc pht trin t nhin nh l mt quy lut hn lm cht ch c phn nh trong 2 tranh lun, xung quanh vn thit lp phng php tip cn qun l chin lc thch hp. C vi kin bt ng ca cc nh chin lc trn kha cnh hiu ng nht v li th cnh tranh. Mt vi tc gi c quan im, phng php tip cn n qun l chin lc c k hoch v c cn c (hay l c tnh ton), trong khi mt s khc li cho rng pht trin chin lc gia tng tt hn (phng php tip cn chin lc ni ln - xem tng ch cht chng 1). Hai cuc tranh lun song song quay quanh vn li th cnh tranh xut pht trc ht t v tr cnh tranh trong kinh doanh cng ngnh, hoc t c trng kinh doanh vi ct li l nng lc kinh t. Cc ch ny c kho st theo cc phn di ca chng ny.Cuc tranh lun quanh s pht trin ca chin lc qun l c th c tm gn thnh 2 ni dung chnh sau:1. Tranh lun v k hoch/cn c vs ni ln/gia tng.2. Tranh lun v v tr cnh tranh vs chnh sch/ct li nng lc cn c vo chin lc.

Lp k hoch/ quy chin lcEmergent /gia tng chin lc

Hp tc chin lcQun l chin lcKin thc da trn chin lc

V tr chin lc cnh tranhTi nguyn/ cnh tranh da trn chin lc

The prescriptive versus emergent strategy debatePlanned or prescriptive strategy (Chin lc c k hoch hoc c cn c)Phng php tip cn c k hoch hay c cn c nhn nhn vic thit lp v thc thi ca qun l chin lc l mt qu trnh logic, hp l v h thng. Sau khi phn tch cng vic kinh doanh v mi trng kinh doanh, cc nh chin lc s hiu r doanh nghip v phi thit lp cc mc tiu, sau xut, chn lc, v thi hnh c h thng cc chin lc t c mc tiu . Phng php tip cn ny b ch trch da trn nn tng rng thng c s khc bit ln gia hch nh v chin lc thc t (Mintzberg, 1987). iu ny cn c tranh ci v s gia tng nhiu lon v hn ng trong th trng kinh t, dn cn c ca k hoch b v ngha. K hoch bn vng ngn chn tnh linh ha, mt yu t cn thit trong mi trng lun thay i. Hn th na, vt ra khi s toan tnh, cc k hoch cn trit tiu tnh sng to, nn tng cho mt chin lc thnh cng.Ngc li, kin tranh lun cho rng h thng k hoch c th sp xp t chc cc hot ng v thng tin phc tp, hp nht cc mc tiu kinh doanh, thit lp nhng mc tiu kinh doanh, thit lp nhng tiu ch tng phn, s biu din trong cng vic c nh gi v tng thm mc kim sot, c th c s dng vn hnh hot ng kinh doanh. Phng php tip cn c k hoch, thng c kt ni vi phng php v tr cnh tranh.Resume: After analysis of the business and its environment, strategists must set well-defined corporate and business objectives and formulate, select and implement strategies which will allow objectives to be achieved The environment change => plan that set up before to be non-sensical => correct or make another plan Strengths: Organize complex activitives and information Unites business objectives Set targets against which performance can be evaluated and generally increases the degree of control which can be exercised over the operation of the business Weaknesses: prevent the flexibility which is required in an environment of volatile change The creativity often underpins successful strategy

Emergent or incremental strategyQuan im chin lc ny hi nhp vi v th kinh doanh nn phi c pht trin tng ln qua thi gian. Quan im ny c da trn tin rng cc doanh nghip l cc t chc x hi phc tp, hot ng trong mi trng c tc thay i nhanh chng. Trong nhng trng hp nh vy, chin lc s c xu hng pht trin nh l mt kt qu ca s tng tc gia cc bn lin quan v gia doanh nghip v mi trng ca n. Ngi ta lp lun rng mt phng php tip cn mi xut hin c nhng li th ca tnh linh hot t chc tng. N c th hnh thnh mt c s trong t chc hc tp v c th cung cp mt nn vn ha ni b cho cc nh qun l phi suy ngh v hnh ng mt cch sng to hn l phi hnh ng trong khun kh cng nhc ca chin lc c ch . iu nguy him l mt cch tip cn ni c th dn n thiu mc ch trong chin lc v n c th lm cho n kh khn nh gi hiu sut (v nu mt t chc khng c mc tiu r rng, thc hin chng li n khng c th c o). i ph vi nhng im yu ca chin lc cp cu, Quinn (1978) v Quinn v Voyer (1994) thy mt vai tr cho vic lp k hoch mt s trong bi cnh ca chin lc cp cu, ng h "S gia tng c mc ch". Cch tip cn ny t mt nhn mnh v t chc hc tp (xem phn sau trong chng ny).Resume The business are complex social organizations operating in rapidly changing environment => their strategy will tend to envolve as a result of the interaction between stakeholder groups and between the business and its environment. Avantage: more creative than the rigid framework of deliberate strategy. Criticism: A lack of purpose in strategy Difficult to evaluate performance

Table 15.1The competitive positioning versus resource/core competence debateCompetitive positioning: observation outside-in and analyzing on the process Trng phi ny c nh hng ln n vic qun tr chin lc trong nhng nm 1980 v vn tip tc vo nhng nm 1990. Mc d ngy nay phng php tip cn chin lc da vo m hnh phn tch ca Porter c nhiu kin tranh lun th y vn l phng php tip cn chin lc c nhiu nh qun tr v cc trng ging dy. im mnh nht ca phng php ny nm ch tnh kh dng ca m hnh ny phn tch kinh doanh v mi trng. Phng thc tip cn chin lc ny v bn cht l hng ni Outside-in to dng v th cnh tranh trong mi trng kinh doanh v kt qu l kh nng tn ti s tt hn. Utilization the five forces framework to analyze the nature of competition in the organizations industry (dng 5 sc mnh khun mu phn tch s cnh tranh t nhin trong c cu t chc) Selection the generic strategy suitable for the value chain analysis (chn lc nhng chin lc cng loi sao cho ph hp vi gi tr ca chui phn tch)Give some examples in the document to explainResource of core competence based strategy: the emphasis in achieving competitive advantage of each individual business as inside-out Hng ngoi core competence: a combination of resources, skills, knowledge and technology of the business environment (i hi s kt hp hi ha gia ngun ti nguyn ,k nng ,kin thc v k thut trong mi trng kinh doanh) Forecasting the success or failure. (c kh nng d on c thnh cng hay tht bi)Towards an integrated approach to strategy Tin v pha trc, mt phng thc hi nhp ca chin lcSimilarities and difference between the approaches: they have an adoption the highly structured view of strategic management Similarities: organizational knowledge and learning (c cng kin thc t chc v kh nng tip thu) Difference: many complementary ways depend on the different perspectives (mi cch tip cn u c nhng phng thc b sung khc nhau v n ph thuc vo tng quan im ca mi doanh nghip)According to argument of Mintzberge, Quinn and Ghoshal (1995),Voyer (1994)Acknowledging the contribution of each approach Planned/prescriptive: as the strategy to evaluate the performance(Theo tin trnh thc hin, vic lp k hoch theo nguyn tc l rt cn thit v n c xem nh 1 chin lc nh gi qu trnh thc hin) Emergent/incremental: flexible to adapt the changes in the environment.(V s ln dn ca k hoch ny phi lun linh hot cc t chc c th thch ng kp thi vi nhng thay i ca mi trng) Competitive positioning: analyze the business and its environment(Nhn mnh tm quan trng ca mi trng c th s dng nhng cng c phn tch vic kinh doanh theo tng tnh hung) Resource/competence based: identifying the ready sources as a competitive advantage.(Xc nh nhng ngun ti nguyn c sn ca doanh nghip xy dng li th cnh tranh)The future of strategic management thinking T duy qun tr chin lc trong tng laiTwo central eares of interest are prominent in near future: collaborative advantage and knowledge managementCollaborative and competitive behavior in industriesCollaboration in non-core activitiesThe businesses should concentrate upon developing core competences to achieve competitive advantage. Most networks centre on a focal business whose strategy drives the operation of the network. Collaborative networks potentially provide several advantages by: Allowing businesses to concentrate on their core competences and core activities(Cho php cc doanh nghip tp trung vo nng lc ct li v cc hot ng ct li ca mnh) Allowing businesses to pool core competences, thus creating synergey between them(Cho php doanh nghip t hp nng lc ct li, nhm mc ch hp nht gia chng) Reducing bureaucracy and allowing flatter organizational structures(Gim thiu bnh quan liu v cho php nng cao gi tr ca t chc) Increasing efficiency and reducing costs(Nng cao hiu qu v gim thiu chi ph) Improving flexibility and responsiveness(Ci thin tnh linh hot v kh nng p ng) Making it difficult for competitors to imitate(Gy kh khn cho i th trong vic bt chc)The formation of a collaborative network will involve: Identification of the core competences of the organization(Nhn bit c nng lc ct li ca t chc) Identification and focus upon activities(Nhn bit v tp trung vo nhng hot ng) Achieving the internel and external linkages in the value/supply chain(C c nhng s lin h trong v ngoi chui gi tr/cung ng)Collaboration can be: Horizontal: partners are the same stage of the value system and are often competitors(Theo chiu ngang: cc i tc trong cng mt ngnh ca cng mt h thng nh gi th thng l i th) Verticcal: partners are different stages of the value system (collaboration with suppliers, distributors, and customers)(Theo chiu dc: cc i tc khc ngnh ca cng mt h thng nh gi (s cng tc vi nh cung ng, nh phn phi v khch hng))Collaboration can provide benefits: the linking of core competences, access to resources and technology, risk reduction, greater control over supplies, betters access to customers and reduced competition. But also it can create some problems: conflicting objectives between the participating businesses, cultural differences, changing requirements among the partners and coordination and integration problems.(S cng tc c th cung cp y nhng li ch: s lin kt gia cc nng lc ct li, tip cn vi cc ngun lc v k thut, gim thiu ri ro, iu khin vic cung ng, d dng tip cn khch hnh v gim s cnh tranh. Nhng bn cnh n cng c nhng vn : s i lp gia mc tiu ca cc doanh nghip tham gia, s khc bit vn ha, s thay i yu cu gia cc i tc, cc vn v s phi hp v s sp nhp)Virtual organization (t chc o)Developments in information and communications technology (ITC) have greatly increased the potential for collaboration to intefrate and coordinate network activities which have made the development of virual organization. Virtual organization is a network of linked businesses that coordinate and integrate their activities so effectively that they give the appearance of a single business organization.(S pht trin cng ngh truyn thng lm tng thm nhng tim lc cho s cng tc sp nhp v phi hp trong cc hot ng ca h thng, chnh iu to iu kin cho s pht trin ca t chc o. T chc o l mt h thng nhng doanh nghip lien kt vi nhau h c th sp nhp v phi hp cc hot ng ca mnh mt cch hiu qu, h c th c chp nhn nh mt doanh nghip)ITC linkages make the virtual organization to enhance competitive advantage: increase flexibility and efficiency, make competitors difficult to replicate the activities of the network, improve the access of informations of suppliers and customers for strategic decision-taking. (S lin h trong cng ngh truyn thng gip t chc o nng cao kh nng cnh tranh: nng cao tnh linh hot v kh nng, lm cho i th kh khn trong vic bt chc cc hot ng trong h thng, ci tin trong cch tip cn thng tin ca khch hng v nh cung ng a ra nhng quyt nh chin lc)Organizationnal learning and knowledge management (t chc hc tp v qun l tri thc)Lin quan mt thit n s tip cn hp l n cc chin lc (nh s ra mnh lnh v trng phi t tng cnh tranh) l s lu rng cc t chc phi lin tc tm hiu c v bn thn h ln mi trng xung quanh. Trong cng 1 thi im, quan im ny c ng tnh vi s tip cn nng lc ct li, c cng nhn rng ri rng vic h thng kin thc lm nn cho 1 s cc nng lc ct li. Theo , h thng kin thc v qun l tri thc gn y l 1 mn hc v nghin cu v hc thut ang c cn nhc. Grant 1997 tranh lun rng < quan im kin thc c bn tiu biu cho s ho hp ca nhiu dng nghin cu, ni bt nht l hc thuyt nghin cu c bn v nhn thc lun Explicit and implicit knowledge (Kin thc xc nh v kin thc tim n)H thng kin thc v qun l tri thc c lin quan n s sng to, s pht trin v s ph bin cc kin thc ni trong t chc. S hiu bit ny c th c xc nh r rng hay tim n. Kin thc xc nh l loi kin thc m ngha ca n c ghi chp r rng, chi tit, c th ghi v lu tr li c (nh nhng cng thc quan trng, cc th tc, cch thc hot ng) Kin thc tim n hay hm thng khng cng khai, da trn kinh nghim c nhn v kh c th ghi chp v lu tr. Kin thc tim n thng l ngun kin thc sng cn ca nng lc ct li v li th cnh tranh m cc i th kh c th cnh tranh c (nh l kinh nghim trong yu t c a ra, s hiu bit v 1 cng ngh c bit hay mng li lin lc a hng do cc gim c v nhn vin kinh doanh xy dng trong nhiu nm tri).C 2 dng kin thc ny u bt u bng nhng kin thc c nhn, nhng pht trin s thc hin v cn bn, chng phi c chuyn ho vo kin thc chung ca t chc. y l s chuyn i c bit kh khn i vi nhng kin thc tim n. y l vai tr ca vic qun l tri thc bo m kin thc ca c nhn tr thnh kin thc ca t chc.Types of organizational learning (Nhng loi t chc hc tp)Argyris (Argyris v Schon 1978; Argyris 1992) tranh lun rng cc t chc phi pht trin vic hc theo vng bnh xe (hc lp i lp li nhiu ln). Ni cch khc, s hc hi khng phi ch l hc cch gii quyt mt vn trc mt m cn phi cng lc nhm n nguyn tc pht trin m iu ny s cho ta bit v xc nh r phng php hot ng trong tng lai. iu cng phi cho thy kt qu trong kh nng khi qut ho t vic hc tp c th. Nh l vic hc tp din ra v khi ta c c nhng gii php c nhn v c khi qut ho p dng vo nhng tnh hung khc.Senge 1990 nhn dng 2 loi kin thc c tm thy trong 2 loi t chc lnh o: kin thc c c do thch ng v kin thc t hnh thnh. Kin thc c c do thch ng tp trung vo thay i p li vi s pht trin trong mi trng kinh doanh. C nhng s thch nghi rt cn thit cho s tn ti vic kinh doanh . Mt khc, kin thc t hnh thnh l do xy dng nhng nng lc mi hoc nhn dng hay to ra nhng c hi tc ng n nhng nng lc c sn trong nhng u trng cnh tranh mi. V d nh, s tn cng ca cng ty c phn hu hn MyTravel vo lnh vc hng khng gi r nm 2002 c cn c vo s tc ng ca nhng nng lc c sn. Nhng nng lc c lin quan n s u quyn hot ng hng khng c b sung bng nhng nng lc mi da trn kin thc v bn cht ca nhng dch v hng khng c ln k hoch.Cha kho n vi s qun l tri thc mt cch thnh cngS qun l tri thc kt hp cht ch vi vic h thng kin thc, v cng lin quan n vic qun l nhng kin thc d tr c sn. Vic qun l tri thc hiu qu phi vt qua: Nhng ro cn n vic hc tp v sng to tri thc Nhng kh khn trong vic lu tr v chia s kin thc (c bit l nhng kin thc ngm) Nhng kh khn trong vic nh gi v o ng kin thc (da trn Demarest 1997)V th, qun l tri thc, trc ht lin quan n s sng to nhng kin thc mi, vic lu tr v chia s kin thc v s kim sot kin thc. Qun l tri thc l mt yu t quan trng trong xy dng nng lc ct li, iu m phi c phn bit r v kh c th bt chc c.Bn cht phi vt th ca kin thc c xu hng lm n c phn bit r v kh c th sao chp. Nh trng hp mt cng ty nh Microsoft, hin nhin rng nhng nng lc ct li ca n l nhng kin thc lm c s rng ri. Quinn 1992 tranh lun rng nhng doanh nghip thnh cng nht hin nay c th c xem l nhng doanh nghip thng minh nu h tp trung vo xy dng kin thc da trn nhng nng lc ct li. Tng t, Grant 1997 ch ra rng cc cng ty ang pht trin hin nay hp thnh mt h thng theo st, tip cn, khm ph v to ra s qun l tri thc. Trong 1 s t chc, s cht vn v c sng to c c v, v s tin tng, lm vic nhm v s chia s cng vy. Trong lc , h s to ra c s h tng vng chc m n s h tr cho kin thc, n cng tr gip cho s lu tr v kim sot s truyn b kin thc, v n cng phi hp vi nhng ng dng sng to v h tr cho cc nng lc ct li.C mt s cch hiu c vai tr ca kin thc v s qun l kin thc trong chin lc. C kh nng l nhng s pht trin quan trng ny s tham gia vo lnh vc ny nh l s tin ln thin nin k mi.ConlusionQun l chin lc c lin quan c bn n s hiu bit v bn cht ca li th cnh tranh v cc phng thc thu thp v duy tr. Chng ny khm ph cc phng php tip cn chnh c p dng bi cc chin lc gia tm kim gip chng ta hiu r hn cc yu t l nn tng cho li th cnh tranh, cho php chng ta t chc tt hn cc i th cnh tranh. Khng nn coi cc phng php tip cn khc nhau s lm cho chng loi tr ln nhau, h cung cp cc phng php thay th nhm gip cho chng ta hiu r hn cc phng tin chin lc xy dng v trin khai thc hin. Vic lp mt k hoch chin lc cho tng lai l cn thit, tuy nhin chin lc cng c th c xy dng mt cch tng dn ty theo cc yu t thc t. Heracleous (1998) lp lun rng "suy ngh chin lc" (c tnh khc bit v sng to) l cn thit trong qu trnh xy dng cc chin lc mi trong khi lp k hoch chin lc "(c tnh phn tch v truyn thng) l cn thit thc hin thnh cng chin lc mi. Trong tng lai, s pht trin trong qun l chin lc c nhiu kh nng tp trung vo vai tr ca mng li hp tc v qun l tri thc trong vic to ra li th cnh tranh. Kh c th d on c iu g s xy ra tip theo trong tng lai.