The origins of SWOT analysis

IF 7.4 2区 管理学 Q1 BUSINESS
Richard W. Puyt , Finn Birger Lie , Celeste P.M. Wilderom
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引用次数: 0

Abstract

The origins of SWOT analysis have been enigmatic, until now. With archival research, interviews with experts and a review of the available literature, this paper reconstructs the original SOFT/SWOT approach, and draws potential implications. During a firm's planning process, all managers are asked to write down 8 to 10 key planning issues faced by their units. Each manager grades, with evidence, these issues as either safeguarding the Satisfactory; opening Opportunities; fixing Faults; or thwarting Threats: hence SOFT (which is later merely relabeled to Strengths, Weaknesses, Opportunities and Threats, or SWOT). Subgroups of managers have several dialogues about these issues with the instruction to include the needs and expectations of all the firm's stakeholders. Their developed resolutions or proposals become input for the executive planning committee to articulate corporate purpose(s) and strategies. SWOT's originator, Robert Franklin Stewart, emphasized the crucial role that creativity plays in the planning process. The SOFT/SWOT approach curbs mere top-down strategy making to the benefit of strategy alignment and implementation; Introducing digital means to parts of SWOT's original participative, long-range planning process, as suggested herein, could boost the effectiveness of organizational strategizing, communication and learning. Archival research into the deployment of SOFT/SWOT in practice is needed.

SWOT分析的起源
SWOT分析的起源至今仍是个谜。通过档案研究、专家访谈和查阅现有文献,本文重建了最初的SOFT/SWOT方法,并得出了潜在的启示。在公司的规划过程中,所有经理都被要求写下他们所在部门面临的8到10个关键规划问题。每个经理在有证据的情况下,将这些问题评定为“符合要求”;开放机会;修复故障;或挫败威胁:因此SOFT(后来仅重新标记为优势、劣势、机会和威胁,或SWOT)。管理者小组就这些问题进行了几次对话,并指示包括公司所有利益相关者的需求和期望。他们制定的决议或提案将成为执行规划委员会阐明公司目标和战略的投入。SWOT的创始人罗伯特·富兰克林·斯图尔特强调了创造力在规划过程中的关键作用。SOFT/SWOT方法限制了自上而下的战略制定,以利于战略调整和实施;如本文所建议的,在SWOT最初的参与性长期规划过程中引入数字手段,可以提高组织战略制定、沟通和学习的有效性。需要对SOFT/SWOT在实践中的部署进行档案研究。
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来源期刊
CiteScore
13.00
自引率
7.10%
发文量
75
期刊介绍: Long Range Planning (LRP) is an internationally renowned journal specializing in the field of strategic management. Since its establishment in 1968, the journal has consistently published original research, garnering a strong reputation among academics. LRP actively encourages the submission of articles that involve empirical research and theoretical perspectives, including studies that provide critical assessments and analysis of the current state of knowledge in crucial strategic areas. The primary user base of LRP primarily comprises individuals from academic backgrounds, with the journal playing a dual role within this community. Firstly, it serves as a platform for the dissemination of research findings among academic researchers. Secondly, it serves as a channel for the transmission of ideas that can be effectively utilized in educational settings. The articles published in LRP cater to a diverse audience, including practicing managers and students in professional programs. While some articles may focus on practical applications, others may primarily target academic researchers. LRP adopts an inclusive approach to empirical research, accepting studies that draw on various methodologies such as primary survey data, archival data, case studies, and recognized approaches to data collection.
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