’CLOCK SPEED’ THEORY OF STRATEGY MAKING ALONG THE LIFE CYCLE
Tamas Koplyay () and
Hilda Hurta ()
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Tamas Koplyay: Universite du Quebec en Outaouais, Canada
Hilda Hurta: Szent Istvan University, Hungary
Polish Journal of Management Studies, 2016, vol. 13, issue 1, 101-110
Regardless of sector, the long term viability of a firm is strongly tied to the quality and timeliness of its strategies. In hi-tech, events unfold much faster than in other value-creating business activities and hence the strategy changes its scope, its focus and implementation challenges often. This article will present a model that can be relied upon to gauge the need for different strategic engagements at four critical points of the market development: start-up, growth, leveling off/shakeout and maturity. The article also surfaces the importance of the elements of speed, horizon and focus to strategy making in hi-tech and comments on the evolution of market complexity.
Keywords: clock speed theory; strategic horizon; strategy making; market life cycle; hi-tech and retail sector (search for similar items in EconPapers)
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Persistent link: https://EconPapers.repec.org/RePEc:pcz:journl:v:13:y:2016:i:1:p:101-110
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