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Strategy: empirical evidence

Strategy: empirical evidence

A study at Nottingham Business School has examined the enormous field of management literature for evidence of what, amongst all of the assertion and prescription, actually seems to work. The following are ten headings, under which are grouped relevant ideas. The weight to be put on human resouce management is evident. It is also the case the uniform prescriptions are not enough: one has to satisfy markets and regulators, staff and customers and also, whilst appeasing these stakeholders, continually improve and become distinctive. The two key prescriptions seem to be:


As an organisation's circumstances will surely vary with geography and with any given stakeholder interaction, so the suite of reponses which you offer must be both differentiated; yet, in some way, must remain internally harmonious. To achieve this is difficult. It is nescessary to innovate and to change, but it is also necessary to maintain a unity. This demands that the talents throughout the organisation (as well as those outside of it) are harnessed into a "superorganism". We have yet to learn how to do this well, or as is often the case, at all.


Change and learning

Successful organisations in the 21st Century focus on the ability to do things differently in ways which cannot easily be imitated by competitors. Products and services need to be reinvented continuously. Traditional organisational structures and cultures cannot deliver this.


Workplace partnership and employee involvement is critical for effective and sustainable change.

Need for a goal oriented approach.

Building the team-based organisation.

Creative working environments combine increased competitiveness and quality of working life.

Investment in training and development.

Technology as a factor in facilitating change.

No effective change without senior management commitment.

Learning for change.

Continuous improvement.

The wider picture.

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