1. What is strategy?
According to Markides (2004) strategy is:
• Distinctive Strategic positioning
Strategy is about continuosly developing and re-designing a distinctive strategic position which embraces innovation as a means to develop a strong competitive advantage within any type of industry.
• Strategic Innovation - Coping with environment
Strategy must evolve to cope with the uncertainty and everchanging conditions of the environment; otherwise the company’s survival will be compromised.
• Building blocks of strategy
Markides (2004) suggests three parameters which must be stated within the company in a clear and explicit way giving its members a certain degree of autonomy ...view middle of the document...
Culture and people are impossible to “create”or shape, rather we may barely be able to indirectly influence them in a very subtle way. Culture is widely understood to be made up of a collection of fundamental values and belief systems which give meaning to organisations (Pettigrew, 1979; Schein, 1985). These elements are acquired by a continous interaction between the individual, society and the environment. Such elements unconsciously define the way in which desicions and operations are carried throughout the whole organisation. Organisational culture is therefore created from a broad range of internal and external influences, some of which have been argued to lie beyond managerial control (Alvesson, 1991).As time passes; culture becomes more stable and difficult to change.
- If managers intend to create an effective and efficient environment that supports any strategy they will have to understand their own limitations. We can not control people and the way they interact and behave, and therefore managers should focus on identifying those factors which lie under their direct control.
- Climate for example is held to be a summary perception of how an organisation deals with its members and environments, and thus develops specifically from internal factors primarily under managerial influence (Ostrof et al., 1993). Climate may be conceptualised as the organisational mood: it is affected by events and characteristics of the organisation, and it in turn exerts a strong influence on the behaviour of the organisation's members and on the culture.
The climate of the organisation is inferred by its members through the organisation’s practices, procedures and rewards systems deployed and is indicative of the way the business runs itself on a daily and routine basis. (Ahmed,1998)
- Routines, procedures, reward systems, structure and systems are the true elements of the internal organisational environment. These coordinating mechanisms influence the interlocked levels within the organisation gradually shaping the climate which in time influences the culture and behaviour of people developing a level of social dynamism which creates a positive and pro-active stance towards change, innovation and the continuos adoption of new strategies ensuring competitiveness and success within any type of market.
3. Evaluation of Markides
Markides (2004) describes strategy formation and implementation as an ongoing never-ending integrated process requiring continuous reassessment and reformation.
This makes sense if we take into a count the dynamism of the actual global economy where markets are becoming a single field where competitors around the world fight for scarce resources, and the customer-driven industrial revolution. Fletcher and Harris (2002) stated that entrepreneurial organizations which are increasingly relying on emergent strategy approach rather than formal planning process, and it is here where Markides’s...