Environmental scanning strategy of manufacturing companies in southwestern Nigeria

In this paper, we examine the environmental scanning strategy of manufacturing companies in southwestern Nigeria against the background that manufacturing companies in Nigeria exist in a challenging environment characterised by high import dependency, inappropriate policies, lack of transparent governance and weak industrial capabilities. Empirical data was collected with a questionnaire from a sample of 84 manufacturing firms in southwestern Nigeria. It was observed that generally companies in the industry actively engage in systematic gathering, analyses and assimilation of information about the business environment as strategic input into planning. The main objective of firms’ search was to obtain information required to initiate or support strategies for competing in the domestic market. Central among the factors determining the companies’ level of intrusiveness into the environment are companies’ capacity to interpret changes in the environment, available channels of information and quality of information.

[1]  C. Bartlett,et al.  Linking organizational context and managerial action: The dimensions of quality of management , 2007 .

[2]  M. Helms,et al.  “Bureaucracy, meet catastrophe” , 2006 .

[3]  J. Lopreato,et al.  General system theory : foundations, development, applications , 1970 .

[4]  C. Prahalad,et al.  The Core Competence of the Corporation , 1990 .

[5]  Stafford Beer,et al.  Decision and Control: The Meaning of Operational Research and Management Cybernetics , 1966 .

[6]  Chun Wei Choo Environmental scanning as information seeking and organizational learning , 2001, Inf. Res..

[7]  Rodrigo Magalhães Organizational Knowledge and Technology , 2004 .

[8]  Ian Brooks,et al.  The International Business Environment: Challenges and Changes , 2010 .

[9]  Joseph F. Coates,et al.  Issues identification and management: the state-of-the-art of methods and techniques. Final report , 1985 .

[10]  R. Lessem STRATEGIC MANAGEMENT AND ORGANIZATIONAL DYNAMICS , 2005 .

[11]  P. Cooke,et al.  The Associational Economy: Firms, Regions, and Innovation , 2000 .

[12]  J. Hal Reneau,et al.  The Effects of Memory Structure on Using Rule‐Based Expert Systems for Training: A Framework and an Empirical Test* , 1990 .

[13]  R. M. Beal Competing Effectively: Environmental Scanning, Competitive Strategy, and Organizational Performance in Small Manufacturing Firms , 2000 .

[14]  James L. Morrison,et al.  Futures Research and the Strategic Planning Process: Implications for Higher Education , 1985 .

[15]  Sumantra Ghoshal,et al.  Environmental Scanning in Korean Firms: Organizational Isomorphism in Action , 1988 .

[16]  W. Ashby,et al.  An Introduction to Cybernetics , 1957 .

[17]  Sanjaya Lall,et al.  Structural Problems of African Industry , 1992 .

[18]  Patricia Shaw,et al.  Complexity and Management: Fad or Radical Challenge to Systems Thinking? , 2002 .

[19]  J. Alexander,et al.  Images of Organization , 1988 .

[20]  Daniel A. Levinthal,et al.  Looking Forward and Looking Backward: Cognitive and Experiential Search , 2000 .

[21]  Marilyn M. Helms Encyclopedia of management , 2000 .

[22]  P. Lawrence,et al.  Organization and environment , 1967 .

[23]  Ellen M. Ironside Strategic Planning , 1995 .

[24]  Ralph Stacey,et al.  Complex Responsive Processes in Organizations: Learning and Knowledge Creation , 2001 .

[25]  M. Bell,et al.  Technological Accumulation and Industrial Growth: Contrasts Between Developed and Developing Countries , 1993 .

[26]  Tomas Backström,et al.  Knowledge Matrix - a transformative organisation , 2001 .

[27]  W. R. ASHBY Effect of Controls on Stability , 1945, Nature.

[28]  J. Barney,et al.  Perspectives in Organizations: Resource Dependence, Efficiency, and Population , 1984 .

[29]  A. Nerkar,et al.  Beyond local search: boundary‐spanning, exploration, and impact in the optical disk industry , 2001 .

[30]  J. Katz,et al.  Domestic technological innovations and dynamic comparative advantage: Further reflections on a comparative case-study program , 1984 .

[31]  S. Kiesler,et al.  Managerial Response to Changing Environments: Perspectives on Problem Sensing from Social Cognition. , 1982 .

[32]  J. Pearce,et al.  Strategic Management: Formulation, Implementation, and Control , 1991 .

[33]  Manuel Albaladejo Industrial Realities in Nigeria: From Bad to Worse , 2003 .

[34]  dt ogilvie,et al.  The evolution of organisations' search strategies for knowledge , 2005, Int. J. Inf. Technol. Manag..

[35]  Madjid Tavana,et al.  Euclid: Strategic Alternative Assessment Matrix , 2002 .

[36]  Stafford Beer,et al.  Cybernetics and Management. , 1960 .

[37]  D. Hambrick Environment, strategy, and power within top management teams. , 1981, Administrative science quarterly.

[38]  W. R. King,et al.  Environmental scanning and forecasting in strategic planning—The state of the art , 1981 .

[39]  Oyebanji Oyelaran-Oyeyinka,et al.  Uneven Paths of Development: Innovation and Learning in Asia and Africa , 2009 .

[40]  R. Daft,et al.  Toward a Model of Organizations as Interpretation Systems , 1984 .

[41]  John Betton,et al.  The Application of Population Ecology Models to the Study of Organizations , 1985 .

[42]  E. Durkheim,et al.  Rules of Sociological Method , 1964 .

[43]  W. Ashby Design for a Brain , 1954 .

[44]  Viktor Mikhaĭlovich Glushkov,et al.  An Introduction to Cybernetics , 1957, The Mathematical Gazette.

[45]  Banji Oyelaran-Oyeyinka,et al.  Learning to Compete in African Industry: Institutions And Technology in Development , 2006 .

[46]  F. Aguilar Scanning the business environment , 1967 .

[47]  C. Mills,et al.  The Theory of Social and Economic Organization , 1948 .

[48]  Carl J. Dahlman,et al.  Managing technological development : lessons from the newly industrializing countries , 1987 .

[49]  Apresentação Paulo Bastos Tigre Bengt-Åke Lundvall - Innovation as an interactive process: from user-producer interaction to the national system of innovation , 2009 .