Professional Documents
Culture Documents
StrategicManagement
Strategyfromdifferentperspectives
Strategycontentandstrategyprocess Twobroadapproaches tostrategydevelopment Different perspectives onstrategydevelopment
theplanningapproach theincrementalistapproach
deliberatestrategies emergentstrategies
SheenaDavies
Deliberate&emergentstrategies
DELIBERATESTRATEGY
Strengthsofthetwoapproaches
(DeWitandMeyer:2004)
Unrealised Strategies
Realised Strategy
EMERGENTSTRATEGY
FromMintzberg&Waters(1985)
Frameworksforunderstandinghow strategiescomeabout
Whittington (seenextslide) Mintzberg etal(TheStrategySafari)
(seetheBlindMenandtheElephantpoemonVictory)
Perspectivesonstrategy:Whittington
Outcomes Profitmaximizing
Mintzbergetal Tenapproachestostrategy
CLASSICAL
EVOLUTIONARY
Processes deliberate
emergent
PROCESSUAL
SYSTEMIC
Whittington2002:10
Plural
Thedesignschool Theplanningschool Thepositioningschool Theentrepreneurialschool Thecognitiveschool Thelearningschool Thepowerschool Theculturalschool Theenvironmentalschool Theconfigurationschool
Thestrategylenses
Thedesignlens
Alsoknownastheclassical,prescriptive,deliberate, plannedorrationalapproach. ExemplifiedbywriterssuchasAnsoff andPorter Involvesrationalanalysisusingmodels/matricesinan attempttomatchtheorganizationscapabilitiestothe environment Favouredbymanagementbecauseitisneat,self contained,tangible,lookslikeatechnique Favouredbylendersandinvestorsbecauseitgivesthe impressionofprovidinganswersaboutthefuture BUT itisnotaperfectrepresentationofreality
Thedesignlensassumesarationalmodelof decisionmaking Assumesthatrationaleconomicmanmakes decisionsthatwillmaximizereturnon investment Alsoassumes; Itispossibletogatherallrelevant information Information isquantifiable
(HarrisonandPelletier1997)
Theexperiencelens
Acceptsthatanalysisiscolouredbyhuman irrationality,andtakenforgranted assumptions Strategiesdevelopincrementally Strategiestendtomimicthepast
GROUPTHINK IMPRESSION MANAGEMENT
Theexperiencelens: Wellknowndrifters.
Fromthis..
Tothis
(HarrisonandPelletier1997:360)
Becauseofthese
Theexperiencelens: Culturalinfluencesonstrategy
Theideaslens
Thedesignlens viewsorganizationsastightly controlledsystems/machines Theexperiencelens viewsorganizationsas culturesthatdonotbreakfromthepast Theideaslensseesorganizationsasevolutionary systems wheretheorganizationssurvivalrests ontheinnovationprocess.Newideasmustbe givenbreathingspaceotherwisetheywilldie.
So,howdonewideasbreakthrough?
Education,race,religion,gender,class, nationality.
Theideaslens: Evolutionaryperspective
Thediscourselens
Amongallcompetitors,thosewhose particularconditions happenedtobemost appropriatefortestingandadoptionwillbe selectedassurvivorsthe survivorsmay appeartobethosehavingadapted themselvestotheenvironment,whereas thetruthmaywellbethattheenvironment hasadoptedthem(Alchian1950inWhittington2002:19)
Howthelanguageofstrategyinfluences organizations
Conclusion
Finally
Shouldorganizationshave astrategyatall?
References
DeWittandMeyer,(2004),Strategy:Process,Content,Context,Third Edition,ThomsonLearning. Hardyetal(2000)Discourseasastrategicresource,Human Relations,Vol.53,No.9.p1229. Harrison,FandPelletier,M(1997),Managerialattitudestowards strategicdecisions:maximizingversussatisficingoutcomes, ManagementDecision,Vol.35,Issue5,pp358364. Harrison,FandPelletier,M(2000),Levelsofstrategicdecision success,ManagementDecision,Vol.38,Issue2,pp107117. Johnson,ScholesandWhittington(2008),ExploringCorporate Strategy,8th Edition,FTPH.(ch11andCommentarypg30) Mintzberg,Hetal(1998)TheStrategySafari,PrenticeHall Whittington,R(2001),Whatisstrategy anddoesitmatter?,2nd Edition,Thomson(handoutinschemeofwork)