Strategic thinking : intelligent opportunism and emergent strategy – the case of Strategic Engineering Services

PATTINSON, Steven (2016). Strategic thinking : intelligent opportunism and emergent strategy – the case of Strategic Engineering Services. International Journal of Entrepreneurship and Innovation, 17 (1), 65-70.

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This case study focuses on strategic thinking and opportunistic approaches to business growth and diversification. It begins by examining the recent purchase of ‘Quickcover’, a remote-controlled sports pitch covering system, by engineering company Strategic Engineering services and the company’s current dilemma – whether to continue to develop this type of product, or sell it and concentrate on its existing engineering services business. In recent years, Strategic Engineering Services has moved away from traditional heavy engineering and diversified into related areas such as engineering services, oil and gas industry recruitment, plant and equipment hire, instrument calibration and project management. The case considers the relationship between strategic thinking and entrepreneurial approaches to opportunity recognition, exploring the concept of intelligent opportunism as an approach that enables entrepreneurs to develop emergent strategies and take advantage of new opportunities. It explores these concepts in the context of the current dilemma of Strategic Engineering Services. Keywords: intelligent opportunism; emergent strategy; strategic thinking;effectuation

Item Type: Article
Research Institute, Centre or Group: Sheffield Business School Research Institute > Marketing and Strategy
Departments: Sheffield Business School > Management
Identification Number:
Depositing User: Steven Pattinson
Date Deposited: 21 Jul 2016 10:20
Last Modified: 26 Jan 2018 22:50

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