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CHAPTER
1
STRATEGY
Process, Content, Context
Chapter 1
Introduction
De Wit & Meyer
Strategy – Process, Content, Context
Introduction
CHAPTER
Agenda
I.
1
Strategy Dimensions
Strategy Process
Strategy Content
Strategy Context
II. Organizational Purpose
III. Introduction to the Readings
De Wit & Meyer
Strategy – Process, Content, Context
Introduction
CHAPTER
Strategy Dimensions
1
Process, Content and Context
De Wit & Meyer
Strategy – Process, Content, Context
Introduction
CHAPTER
Strategy Dimensions
1
Aspects of the Strategy Process
De Wit & Meyer
Strategy – Process, Content, Context
Introduction
CHAPTER
Strategy Content
1
Business, Corporate and Network Levels
De Wit & Meyer
Strategy – Process, Content, Context
Introduction
CHAPTER
Strategy Context
1
Industry, organizational and International
De Wit & Meyer
Strategy – Process, Content, Context
Introduction
CHAPTER
Structuring the Strategy Debates
1
Chapter Topics and strategy tensions
De Wit & Meyer
Strategy – Process, Content, Context
Introduction
CHAPTER
Structuring the Strategy Debates
1
Strategy Tensions as Strategy Paradoxes
De Wit & Meyer
Strategy – Process, Content, Context
Introduction
CHAPTER
Taking a Dialectical Approach
1
Advantages
Range of ideas
Presenting opposite perspectives frame the full set of
views that exist on the topic
Points of contention
The ´contrast function´ of opposite ideas is that it brings
points of contention into sharper focus
Stimulus for bridging
The ´integrative function´ of presenting opposite ides is
that it stimulates readers to seek a way of getting the
best of both worlds
Stimulus for creativity
De Wit & Meyer
The ´generative function´ of presenting opposite ideas
is that it stimulates innovative ideas
Strategy – Process, Content, Context
Introduction
CHAPTER
Strategy Synthesis
1
Model
De Wit & Meyer
Strategy – Process, Content, Context
Introduction
CHAPTER
1
IV. Debate and the Readings
Introduction
1.1
S. Cummings: The First Strategists
Historical perspective
1.2
R. Mason and I. Mitroff: Complexity: The Nature of Real
World Problems
Introduction on the nature of strategic problems
1.3
M. Scott Poole and A. van de Ven: Using Paradox to
Build Management and Organization Theories
Introduction to paradoxes
1.4
G. Hofstede: Cultural Constraints in Management
Theories
Doubts about universal validity of strategic management
De Wit & Meyer
Strategy – Process, Content, Context
Introduction
CHAPTER
1
1. The First Strategists
Practical Lessons
Pericles
Opportunity waits for no man
Pericles
Do not make any conquests during the war
Epaminondas
Defeat the enemy at the strongest point, not at the weakest
Alexander the Great
Decisions can only be made when the circumstances arise
De Wit & Meyer
Strategy – Process, Content, Context
Introduction
CHAPTER
2. Complexity
1
Problem Interaction Matrix
De Wit & Meyer
Strategy – Process, Content, Context
Introduction
CHAPTER
1
Complexity
Characteristics of Wicked Problems
Interconnectedness
Complicatedness
Uncertainty
Ambiguity
Conflict
Social constraints
De Wit & Meyer
Strong connections link each problem to other
problems
Wicked problems have numerous elements with
relationships among them including feedback loops
Wicked problems exist in a dynamic environment
Wicked problems can be seen in different ways and
there is no single ´correct view´
There is often a need to trade off ´goods´ against
´bads´
Social, organizational, and political constraints
Strategy – Process, Content, Context
Introduction
CHAPTER
1
Complexity
Quest for New Methods
Participative
Because the solution is distributed among many
individuals, active involvement is vital
Adversarial
The best way to judge complex problems is in the
context of opposition
It is necessary to bring diverse and relevant together
into a total picture
Integrative
Managerial mind supporting
De Wit & Meyer
The thinking process needs to be supported
Strategy – Process, Content, Context
Introduction
CHAPTER
3. Using Paradoxes
1
Different Levels
Paradox
De Wit & Meyer
General
A thought-provoking contradiction of all sorts, a
puzzle needing a solution
Rhetorical
A trope which represents an opposition of two
accepted theses
Logic
Consists of two contrary or even contradictory
propositions to which we are led by apparently
sound arguments
Strategy – Process, Content, Context
Introduction
CHAPTER
Using Paradoxes
1
Methods for Working with Paradoxes
Opposition
Spatial Separation
Accept the paradox and
use it constructively
Clarify levels of
analysis
Temporal Separation
Synthesis
Take time into account
Introduce new terms to
resolve the paradox
De Wit & Meyer
Strategy – Process, Content, Context
Introduction
CHAPTER
4. Cultural Constraints
1
Culture Dimensions
The degree of inequality among people which the
population of a country considers as normal
Power Distance
The degree to which people in a country prefer to
act as individuals rather than as members of a
groups
Individualism
The degree to which hard values like assertiveness,
performance, success etc. prevail over tender
values
Masculinity
Uncertainty Avoidance
The degree to which people in a country prefer
structured over unstructured situations
Long-Term Orientation
The degree to which people in a country prefer
values orientated towards the future
De Wit & Meyer
Strategy – Process, Content, Context
Introduction
CHAPTER
Cultural constraints
1
Idiosyncrasies of American Management Theories
I.
The stress on market processes
II.
The stress on the individual
III.
The stress on managers rather than workers
De Wit & Meyer
Strategy – Process, Content, Context
Introduction
