Strategy in the post-industrial society

Article Abstract:

A number of strategy theorists are challenging conventional notions of strategy, which they characterize as being unsuitable to the uncertainties of the contemporary business environment. Lowendahl and Revang believe that a Kuhnian paradigm shift in strategy is occurring, where strategic concepts relevant to organic models of organization are replacing those more suited to traditional notions of organization as a machine. Meanwhile, Peter Franklin argues that modernist understanding of strategy is being abandoned for a post-modernist view of strategy, which is more concerned with the process of strategic analysis and decisionmaking than the content. He contends that strategy researchers should take the position that they know very little about strategy. In contrast, Stabell and Fjeldstad takes the middle ground between the extremes of post-modernism and traditionalism. Their take on the value chain is applicable in a post-industrial context.

Management research

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Strategy and meaning

Article Abstract:

Alternative schools of thought in business strategy that have been emerging emphasize the presentation and interpretation of strategies by the organizational protagonists. One theory redefines strategy as a form of storytelling, through which protagonists make sense of a specific interpretation of reality. Supporters of this thinking argue that strategy is influenced by the manner by which the story is pieced together and its acceptance and relevance in the organization. Another school of thought, which is referred to as the organizational identity theory, focuses on how managers perceive their competitors. It asserts that these perceptions can shape the strategic positions of organizations. Finally, another viewpoint holds that technologies can lock companies out of a competitive position. Technology lockout occurs when a company cannot sell products because a new technology has dominated the market.

Organizational effectiveness

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Creating value by shaping tomorrow's business

Article Abstract:

Shiv Mathur has made major contributions in the field of competitive strategy research. He has argued that competitive strategy should focus on the product offering and not on the company making the product offering. He also contended that competitive strategy should be about outputs and not inputs, including R&D and efficient production processes. Another original contribution from Mathur is his assertion that differentiation should involve the reduction of price sensitivity, which he says can be achieved through differentiation of the basic product or merchandise and differentiation of the levels of support. Mathur and his partner Arthur Kenyon have synthesized their studies, including such concepts as shareholder value analysis and resource based strategy.

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