Abstract

http://ssrn.com/abstract=1992684
 
 

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Evaluating Strategic Performance: Concepts and Methodology


William W. Cooper


University of Texas at Austin - McCombs School of Business

Timothy W. Ruefli


University of Texas at Austin - Red McCombs School of Business

Chester L. Wilson


University of Texas at Austin - McCombs School of Business - IROM Dept

February 1, 2012

McCombs Research Paper Series No. IROM-03-12

Abstract:     
This paper develops a general theoretical model for the measurement of strategic performance. The concepts are universal and, by applying the methodology through specific quantitative analytic methods, measurable for all forms of strategic activity. The model distinguishes three aspects of strategic performance: (i) strategy itself relative to its goals; (ii) specific executions relative to the strategy itself; and (iii) competing or alternative strategies per se. The methodology for quantifying these aspects of strategic performance is: (i) estimate a strategy’s best potential from its actual best performances; (ii) evaluate individual executions by comparing their results to their strategies’ potentials; and (iii) compare different strategies per se based on their best potentials. These general steps can be implemented by different quantitative analytic methods; one is outlined and others are indicated.

The conceptual framework and derived methods address two problems. First, they provide practicable means of evaluating the three aspects of strategic performance in practice to diagnose the causes of strategic success and failure, to identify efficacious from futile strategies and effectual from unavailing execution, and to compare competing strategies. Second, they supply a fundamental theoretical deficiency common to both academic and practitioner studies which evaluate either strategy performance or execution performance while failing to control or account for the simultaneous effect of the other. These methods can also be applied to investigate broader economic issues, like risk theory or market completeness.

Number of Pages in PDF File: 55

Keywords: strategy, implementation, strategic execution, strategy theory, strategic performance, strategy evaluation

JEL Classification: C00, C10, C90, D24, D80, D81, G10, L10, L20, L30, M10

working papers series


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Date posted: January 30, 2012 ; Last revised: March 21, 2012

Suggested Citation

Cooper, William W. and Ruefli, Timothy W. and Wilson, Chester L., Evaluating Strategic Performance: Concepts and Methodology (February 1, 2012). McCombs Research Paper Series No. IROM-03-12. Available at SSRN: http://ssrn.com/abstract=1992684 or http://dx.doi.org/10.2139/ssrn.1992684

Contact Information

William W. Cooper
University of Texas at Austin - McCombs School of Business ( email )
Austin, TX 78712
United States
Timothy W. Ruefli
University of Texas at Austin - Red McCombs School of Business ( email )
Austin, TX 78712
United States
Chester L. Wilson (Contact Author)
University of Texas at Austin - McCombs School of Business - IROM Dept ( email )
CBA 5.202
1 University Station, B6000
Austin, TX 78712
United States
512-758-3232 (Phone)
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