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distinct characteristics of strategy-making process whether it is a rational linear process or innovative strategies are the result of lucky foresight

저작시기 2008.10 |등록일 2009.06.22 워드파일MS 워드 (doc) | 10페이지 | 가격 5,000원

소개글

제가 2008년 하반기에 관리 회계 (management accounting)과목을 들으며 쓴 에세이 입니다.

이 글에 대한 이해를 돕기 위하여 구조와 introduction part 를 알려 드리겠습니다.

목차

Introduction
What is a rational linear process?
The result of lucky foresight?
Disadvantages of each approach
Combination of the two strategies
Any relevant case?
Conclusion

본문내용

Introduction
According to the Question 2: Strategy, there are two quotations each indicating distinct characteristics of strategy-making process whether it is a rational linear process or innovative strategies are the result of lucky foresight. This essay will focus on what characteristics of each process are, weaknesses of each model, a combination of the two models and two relevant cases.

What is a rational linear process?
A rational linear process is known as a planned or deliberate strategy. Key characteristics of planned strategy are “rational control, the systematic analysis of competitors and markets, of company strengths and weaknesses, the combination of these analyses producing clear, explicit, full-blown strategies” (Mintzberg, 1987, p.66). Also it is based on the economics of the business, thus it embodies the organisation’s competitive position in the industry and the traits of the industry in which the firm is being operated in (Suutari, 1999). In other words, it is likely for a strategic decision to be made through more deliberately and modification of its strategy will not be likely to be arisen once established.

참고 자료

Emmanuel, DA & Marinie V., (2005) “The double-helix model of manufacturing and marketing strategies”, International Journal of Production of Economics, vol. 104, no. 1, November, pp. 3-18.
Hamel, G., (1997) “Killer Strategies That Make Shareholders Rich”, Fortune Magazine, 135(12), pp. 70-84.
Kodama, K., (2004) “Strategic Community-Based Theory of Firms: Case Study of Dialectical Management at NTT DoCoMo”, System Research and Behavioural Science, vol. 21, Iss. 6, Nov/Dec, pp. 603-634.
Markides, C. (1999) A Dynamic View of Strategy, Sloan Management Review, Spring, pp. 55-63.
Mintzberg, H., (1987) “Crafting Strategy”, Harvard Business Review, July/August, pp. 68.
Payne, J., (2008) “Management Accounting – Business Strategy”, Financial Management, July/August, pp. 53-55.
Robertson, D., (2008) “Agent-based models of a banking network as an example of a turbulent environment: the deliberate vs. emergent strategy debate revisited”, Emergence: Complexity and Organisation, April, pp. 56.
Suutari, R. (1999) “Tale of Two Strategies”, CMA Magazine, July/August, pp12-13.
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