IAJBS 23rd Annual World Forum University of Namur, Namur, Belgium

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Gary Grey
Gary Grey

Effectiveness of Rational Strategizing: Exploring Sustainability Implications on Graduate Business Education

Abstract of Effectiveness of Rational Strategizing: Exploring Sustainability Implications on Graduate Business Education Gary Grey Ateneo Graduate School of Business, Ateneo de Manila University, Philippines ggrey@ateneo.edu This paper explores sustainability for its implications on graduate business education using analysis made on selected Philippine companies for their effectiveness of rational strategizing. The analysis of rational strategizing proved that there is a positive outcome resulting from the proper execution of a rational strategizing process. The hypothesis of rational strategizing having a positive outcome is proven to be valid given the empirical evidence using the Chi-Square test. The strength of this positive outcome is dependent on the interaction among the three components of change management: the change agent (the leader), the change element (the strategy process of formulation and execution), and the change target (the organization). The outcome is measured by a credit risk measure, specifically the Altman Z-score for emerging markets. The basis for measuring the outcome is through selecting samples of implemented strategic management (STRAMA) papers from AGSB’s almost 3,700 digitized strategic management papers. Specifically, papers from AGSB’s MBA Regis program and MBA Health programs were selected with the cut-off year of implementation of 2004-2005 to allow for a 3-year performance window for analysis of the before and after implementation Altman Z-score outcome measure. A literature review was conducted to scan and review strategizing methodologies within the scope of the components of change management resulting in creating a Strategy-Organization-Leadership model that explain the positive outcome of implemented STRAMA paper using left-brain strategizing processes. Cross-tabulation analysis and literature review on the types of leadership, their strategies, and implementation show the link between sustainable leadership and transformational leadership and their impact on the organization as measured by the Altman Z-score. The insights provide a template from the academe towards sustainable strategy formulation and implementation for graduate business education. Through strategic and systemic thinking embedded in the Strategic Management integrative course of AGSB and the recommendations and conclusions emanating from the study, a guide is provided for future research directions and improvement of the strategizing process for higher education to assure sustainability. Acknowledgement This paper is part of a study “Effectiveness of Rational Strategizing” which is part of the AGSB Research Unit’s initiative to award research grants to faculty members. The paper was peer reviewed by Dr. Epitectus Patalinghug, Dr. Eduardo A. Morato,Jr. and Dr. Carol Guina, with the participation of faculty members Ric Palo and Winnie Constantino. Research assistance was provided by the research staff of the Research Unit, particularly Anna Medrano and Ysa Cayabyab and the student researchers of the Research Unit. Continuing mentoring was also provided by Dr. Maria Cristina G. Bautista. Key Words: Rational Strategizing, Change Management, Strategy, Change Agent, Change Element, Change Target, Data Mining, Leadership, Organization, Strategy Management, Sustainable Strategic Management, Sustainable Higher Education, Emerging Market