By Gerry Johnson
This name comprises assurance of key subject parts during this fast-moving self-discipline comparable to internationalisation, mergers, innovation and entrepreneurship, and company process and diversification. it's written for college kids of strategic administration in any respect degrees.
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Extra info for Exploring Strategy. Text and Cases
The design lens therefore recommends you to: STRATEGIC CHOICES Discourse lens According to this lens, the strategic options that rise to the surface will typically be shaped by the legitimate discourse of the organisation and the underlying self-interest of various managers. The discourse lens recognises the power of language. So you should: ● Watch your language: attend to discursive framing of your strategic options, recognising the emotional resonance of labels such as ‘star’ and ‘dog’, or ‘heartland’ and ‘alien’, in portfolio analyses for instance (Chapter 7) and the different meanings such labels might have in various national cultures (Chapter 9).
Corporate-level strategy issues include geographical scope, diversity of products or services, acquisitions of new businesses, and how resources are allocated between the different elements of the organisation. For Vice Media, diversifying from the original magazine into retail, publishing and video are corporate-level strategies. Being clear about corporate-level strategy is important: determining the range of businesses to include is the basis of other strategic decisions, such as acquisitions and alliances.
Strategic purpose. Most organisations claim for themselves a particular purpose, as encapsulated in their vision, mission and objectives. But often this purpose is unclear, contested or unrealistic. The third fundamental question therefore is: what is the organisation’s strategic purpose; what does it seek to achieve? Here the issue of corporate governance is important: how to ensure that managers stick to the agreed purpose? Questions of purpose and accountability raise issues of corporate social responsibility and ethics: is the purpose an appropriate one and are managers sticking to it?