Samenvatting Organisatiekunde en Strategie blok II (H1 t/m 4)
Summary of book Strategy - an international perspective
All for this textbook (5)
Written for
Universiteit Leiden (UL)
Internationaal en Intercultureel Management
Internationaal Strategie en Leiderschap
All documents for this subject (1)
5
reviews
By: josephinesisouw • 7 year ago
By: borsnamgerd • 7 year ago
By: maudvanmerrinboer • 7 year ago
By: jollevankerkum • 7 year ago
By: rvanstel • 7 year ago
Translated by Google
Thanks!
By: pleunsaus • 7 year ago
By: rvanstel • 7 year ago
Translated by Google
Thanks!
Seller
Follow
rvanstel
Reviews received
Content preview
Summary International Strategy & Leadership
Chapter 7 – Strategy Formation
The main question is how a successful course of action be realized in practice. In order to answer
this question, we first need to know what type of activities are involved with strategy formation
(what) and who executes each type of activity (who).
Strategic issue activities
Roles in the strategy formation process
The roles in the strategy formation process are dependent of the following variables:
- Top vs. middle vs. bottom roles.
- Line vs. staff roles.
- Internal vs. external roles.
Paradox: Deliberateness vs. Emergence
Companies have a demand for deliberate strategy in order to achieve:
- Direction
- Commitment
- Coordination
- Optimization
- Programming
In the case of deliberateness, there are risks and there is insecurity. Although a company can
calculate the risks they take with deliberate strategy, there are always insecurities for which one
cannot prepare.
1
,Companies also have a demand for emergence in strategy, in order to obtain:
- Opportunism
- Flexibility
- Learning
- Entrepreneurship
- Support
In the case of emergent strategy, there is a risk that a company divides its resources too much in
order to be present in many sectors
In academic literature, the concepts of deliberateness and emergence are reflected in two strategies,
namely in the strategic planning perspective and the strategic incrementalism perspective.
Managing the paradox
1. Balancing: opposing demands are traded off to find the most appropriate balance.
2. Juxtaposing: managing opposites or different blends simultaneously, often between
business units.
2
, Chapter 8 – Strategy Change
The question is not whether firms should change, but in what direction. Not all change is strategic.
Most is operational, which is meant to maintain efficiency in everyday tasks.
The issue of strategic alignment
There is an always ongoing renewal process, for example when a firm undergoes a strategic drift or
when the environment changes, a strategic misfit is created and the need for strategic renewal
comes up.
Areas of strategic alignment
- Business model
- Organizational system
The organizational system consists of three parts:
1. Organizational structure (formal hierarchy)
Structuring criteria:
- output based
- throughput based
- input based
2. Organizational processes (how it really plays out)
3. Organizational culture (customs within the firm)
3
The benefits of buying summaries with Stuvia:
Guaranteed quality through customer reviews
Stuvia customers have reviewed more than 700,000 summaries. This how you know that you are buying the best documents.
Quick and easy check-out
You can quickly pay through credit card or Stuvia-credit for the summaries. There is no membership needed.
Focus on what matters
Your fellow students write the study notes themselves, which is why the documents are always reliable and up-to-date. This ensures you quickly get to the core!
Frequently asked questions
What do I get when I buy this document?
You get a PDF, available immediately after your purchase. The purchased document is accessible anytime, anywhere and indefinitely through your profile.
Satisfaction guarantee: how does it work?
Our satisfaction guarantee ensures that you always find a study document that suits you well. You fill out a form, and our customer service team takes care of the rest.
Who am I buying these notes from?
Stuvia is a marketplace, so you are not buying this document from us, but from seller rvanstel. Stuvia facilitates payment to the seller.
Will I be stuck with a subscription?
No, you only buy these notes for $3.78. You're not tied to anything after your purchase.
