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What information was expected to be found and was not there expected to find much more on this site than is present today. To begin with, the SMS is a highly academically focused organization, and as a result its members are continually working on research projects, presenting papers, and also working through many academic calendars and teaching schedules. As a result of the richness of this research one would expect to find at least a trace of these materials on the site, and in fact there are none. This is disturbing. Further, the Strategic Entrepreneurship Journal and Strategic Management Journal aren't offered on a trial basis, and content is not even available from them. Instead there are links to subscribe to these publications. This makes the entire site look like an organization of academicians also promoting these two journals.
Links from the site that are helpful
The site does include an excellent set of links for external publications including the link for the International Journal of Strategic Management.
Additional Notes Regarding the Site
The impact of globalization on strategic planning is non-existent on this website, and that is troubling. Nowhere can one find a reference to the World is Flat (2005) or the...
One would at a minimum expect to find the very challenging prospect of creating a supply chain in India covered, yet there is again nothing. The case study Silvio Napoli at Schindler India (a) (2003) defines the dynamics of this clearly, yet this site has nothing to say on the critical aspects of globalized strategies and its impact on strategic planning. Worst, the conferences are all in the U.S., and for the organization to get a sense of globalization it needs to get out the country from time to time.
Line Evaluation
This site looks like a combination of an academic network that is looking to create its own identity in addition to a marginally useful site that doesn't deliver the depth of insights its members are creating. The bottom line is that given the sites' design and delivery of content, it's a major disappointment.
References
Silvio Napoli at Schindler India (a) (2003). - Accessible after purchase from the Harvard Business Review Website: http://harvardbusinessonline.hbsp.harvard.edu/b01/en/common/item_detail.jhtml;jsessionid=3XHOCFKZZ3NGQAKRGWDSELQ?id=303086
The World Is Flat (2005) - Thomas R. Friedman, author. Farrar, Straus, and Giroux. New York, NY. Published 2005
Additional reasons include tracking key authors who contribute to the journals and magazines on the site as well. The content is constantly changing and of high quality. What information was expected to be found and was not there it would be expected to find more analytical frameworks and constructs specifically focusing on how to apply the strategic planning concepts discussed. One would expect to find for example an analysis of Dr.
Strategic Management Action: Strategic Position, Choices, And Strategy Implementation Strategic management is stated to be the "process by which an organization formulates its objectives and manages to achieve them. Strategy is the means to achieve the organizational ends." (Thomas, nd) Managers are required to have a strategic vision in order to become strategic managers and implement strategic management initiatives. The strategic vision of the manager is inclusive of the following elements: (1)
Strategic Management A mission statement is a brief statement of maybe a few lines that encompasses every facet of your business. The mission statement, when effective, will outline what the company sees as its business, and its reason for being. A mission statement will "clarify what business you are in, your goals and your objectives" (Entrepreneur, 2003). A mission statement, however, should not restate the obvious as there is insight nor
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furnishes a literature review of five strategic management viewpoints, that include Porter's (1980) Generic Strategies, Porter's (1980) Five Forces, Porter's (1985) Value Chain Analysis and Bowman and Faulkner's (1997) Bowman's Strategy Clock. This paper has made use of UK's Tesco supermarket retailer for case study. The analysis of Tesco using Porter's Generic strategies revealed that Tesco's generic strategy needs to be cost leadership given that they can successfully differentiate
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