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Culture and Strategic Management:
Various cultural influences are involved in strategic making Past, present and
future
Resources and capabilities have historical roots Over the years, these
become a part of organisational culture
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Culture and Strategic Management:
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Strategic Drift:
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Diagrammatical Representation
Amount of
Change
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Phase 1 Incremental Change
Three reasons why firms behave in this fashion or have a continuity in their
approach
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Phase 1 Incremental Change
Three reasons why firms behave in this fashion or have a continuity in their
approach
b) The success of the Past The tried and tested ways (resources and
capabilities) have proved to be successful in the past. Hence, no ground
to change
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Phase 1I Strategic Drift
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Phase 1I Strategic Drift
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Phase 1I Strategic Drift
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Phase 1I Strategic Drift
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Phase III Flux
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Phase IV Transformational change or Death
a) Go out of existence
b) Gets taken over by another firm
c) Introduces transformational change
In such a case, the onus very much relies on the top management to convert a
failed story into a success story
Note: In order to avoid reaching this stage, the firms can start making a difference
in phase II itself
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History and Strategic Management:
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History and Strategic Management:
Path Dependency:
Creation of policy paths These paths guide the present and the future
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History and Strategic Management:
Path Dependency:
Path dependence is a common explanation for why the choices that people or
organizations make based upon a given set of circumstances may persist long
after those initial circumstances have changed (Pendall et al., 2007: 10)
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History and Strategic Management:
Path creation
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History and Strategic Management:
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History and Strategic Management:
b) The cognitive (common outlook is shared by the majority of the actors with
regard to solutions thus restricting any new responses)
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History and Strategic Management:
Escaping lock-ins:
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History and Strategic Management:
Escaping lock-ins:
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History and Strategic Management:
Historical Analysis:
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