This document discusses the need for organizations to take an adaptive approach that interweaves deliberate and emergent strategies, processes, structures, and information systems. It argues that traditional deliberate approaches are no longer suitable for today's rapidly changing business environment. An adaptive approach allows organizations to balance stability through deliberate planning while also maintaining flexibility to emerge in response to external changes. The document reviews literature on deliberate, emergent, and adaptive concepts and proposes that organizations should conceive and realize interweaving of deliberate and emergent aspects across their strategy, processes, structures, and information systems to effectively adapt.
International Journal of Humanities and Social Science Invention (IJHSSI) is an international journal intended for professionals and researchers in all fields of Humanities and Social Science. IJHSSI publishes research articles and reviews within the whole field Humanities and Social Science, new teaching methods, assessment, validation and the impact of new technologies and it will continue to provide information on the latest trends and developments in this ever-expanding subject. The publications of papers are selected through double peer reviewed to ensure originality, relevance, and readability. The articles published in our journal can be accessed online.
11.a proposed model of balance score cards for enterprise governanceAlexander Decker
This document proposes a model for balanced scorecards for enterprise governance. It consists of two parts:
1. The conformance balanced scorecard with 5 dimensions: financial indicators, customer satisfaction, operations systems, employee factors, and compliance.
2. The performance balanced scorecard with 6 dimensions: SWOT analysis, strategy implementation, technology needs, HR decisions, mergers and acquisitions, and risk management.
The model is intended to help boards of directors evaluate enterprise governance in terms of both accountability (conformance) and value creation (performance). It draws on prior literature discussing balanced scorecards and their use in assessing strategic decision making, resource allocation, and risk management at the enterprise level.
This document provides a literature review on performance measurement and management. It defines performance management as the process of managing performance throughout an organization, involving understanding performance issues at all levels from individuals to the organization as a whole. Performance measurement is defined as quantifying the efficiency and effectiveness of actions using individual measures, a set of measures to assess organizational performance, and an infrastructure to acquire and analyze data. The document discusses why performance should be managed, including for strategy formulation, implementation, communication, motivation, and decision making. It also explores how performance should be managed and overcoming barriers to effective performance management in public sector organizations.
This paper examines how performance measurement systems can promote organizational learning and strategic alignment in Thailand's public sector. It hypothesizes that interactive use of strategic performance measurement systems leads to both organizational learning and strategic alignment. A survey was administered and results showed significant relationships between interactive performance measurement, organizational learning, and strategic alignment. Organizational learning was also found to indirectly support strategic alignment through performance measurement. The study contributes to research on using performance measurement in inter-organizational networks within the public sector.
This document summarizes a research paper that aims to develop an operational definition of alignment within a performance measurement and management system (PMMS). It studies how a company maintained alignment during a strategic change by analyzing the role of metrics, rewards, and strategic consensus. The research was conducted through an in-depth case study of a major organization undergoing strategic shift from process efficiency to product innovation. The study results in a measurement model of alignment that can be used to differentiate firms and provide guidance for maintaining alignment during changes.
Modern management theory comprises quantitative theory, systems theory, contingency theory, and operational theory. Quantitative theory uses mathematical models and statistics to help managers make decisions. Systems theory views the organization holistically and as interconnected subsystems. Contingency theory posits that there is no universal management approach and the appropriate action depends on situational parameters. Operational theory integrates relevant concepts from different theories and applies them to managerial tasks.
This document provides an overview of the research methodology for a case study on the performance management system of the Norwegian Microfinance Initiatives (NMI). It begins by discussing the philosophical underpinnings of a social constructivist approach. It then examines the research design, which involves a qualitative case study of NMI. Data collection methods will include interviews with NMI employees to understand how the performance management system is designed and used. Challenges in designing and implementing the performance management system will also be explored. The purpose is to analyze NMI's performance management system using a conceptual framework developed by Ferreira and Otley.
International Journal of Humanities and Social Science Invention (IJHSSI) is an international journal intended for professionals and researchers in all fields of Humanities and Social Science. IJHSSI publishes research articles and reviews within the whole field Humanities and Social Science, new teaching methods, assessment, validation and the impact of new technologies and it will continue to provide information on the latest trends and developments in this ever-expanding subject. The publications of papers are selected through double peer reviewed to ensure originality, relevance, and readability. The articles published in our journal can be accessed online.
11.a proposed model of balance score cards for enterprise governanceAlexander Decker
This document proposes a model for balanced scorecards for enterprise governance. It consists of two parts:
1. The conformance balanced scorecard with 5 dimensions: financial indicators, customer satisfaction, operations systems, employee factors, and compliance.
2. The performance balanced scorecard with 6 dimensions: SWOT analysis, strategy implementation, technology needs, HR decisions, mergers and acquisitions, and risk management.
The model is intended to help boards of directors evaluate enterprise governance in terms of both accountability (conformance) and value creation (performance). It draws on prior literature discussing balanced scorecards and their use in assessing strategic decision making, resource allocation, and risk management at the enterprise level.
This document provides a literature review on performance measurement and management. It defines performance management as the process of managing performance throughout an organization, involving understanding performance issues at all levels from individuals to the organization as a whole. Performance measurement is defined as quantifying the efficiency and effectiveness of actions using individual measures, a set of measures to assess organizational performance, and an infrastructure to acquire and analyze data. The document discusses why performance should be managed, including for strategy formulation, implementation, communication, motivation, and decision making. It also explores how performance should be managed and overcoming barriers to effective performance management in public sector organizations.
This paper examines how performance measurement systems can promote organizational learning and strategic alignment in Thailand's public sector. It hypothesizes that interactive use of strategic performance measurement systems leads to both organizational learning and strategic alignment. A survey was administered and results showed significant relationships between interactive performance measurement, organizational learning, and strategic alignment. Organizational learning was also found to indirectly support strategic alignment through performance measurement. The study contributes to research on using performance measurement in inter-organizational networks within the public sector.
This document summarizes a research paper that aims to develop an operational definition of alignment within a performance measurement and management system (PMMS). It studies how a company maintained alignment during a strategic change by analyzing the role of metrics, rewards, and strategic consensus. The research was conducted through an in-depth case study of a major organization undergoing strategic shift from process efficiency to product innovation. The study results in a measurement model of alignment that can be used to differentiate firms and provide guidance for maintaining alignment during changes.
Modern management theory comprises quantitative theory, systems theory, contingency theory, and operational theory. Quantitative theory uses mathematical models and statistics to help managers make decisions. Systems theory views the organization holistically and as interconnected subsystems. Contingency theory posits that there is no universal management approach and the appropriate action depends on situational parameters. Operational theory integrates relevant concepts from different theories and applies them to managerial tasks.
This document provides an overview of the research methodology for a case study on the performance management system of the Norwegian Microfinance Initiatives (NMI). It begins by discussing the philosophical underpinnings of a social constructivist approach. It then examines the research design, which involves a qualitative case study of NMI. Data collection methods will include interviews with NMI employees to understand how the performance management system is designed and used. Challenges in designing and implementing the performance management system will also be explored. The purpose is to analyze NMI's performance management system using a conceptual framework developed by Ferreira and Otley.
1) The document discusses the role of the corporate center in assisting business units within a multi-unit firm to achieve financial expectations through the realization of growth synergies.
2) It examines how the corporate center can enable overall company growth in a global supply chain through specific functions like formulating strategy, identifying opportunities, allocating capital, and providing financial controls.
3) The corporate center aims to position business units in attractive markets and realize synergies across units through mechanisms like knowledge sharing, resource transfers, patching of structures, and temporary collaborations between units.
Analysis of levers of control in a slovenian companykesavneupane
This document provides an analysis of management control systems (MCS) using Simons' framework of four levers of control. It examines MCS in a Slovenian manufacturing company called Trimo over 1992-2004. The four levers are diagnostic control systems that monitor performance, interactive control systems that involve managers in decisions, beliefs systems that inspire new opportunities, and boundary systems that set limits. The study aims to understand how Trimo deployed MCS according to these levers and how it used them. It finds that considering a wider range of formal and informal controls provides a more comprehensive analysis than prior contingency studies.
This document summarizes a research paper that examines how the use of multidimensional performance measures and four organizational factors influence the effectiveness of performance measurement systems (PMSs). The study collected survey data from 455 senior financial officers in Australian manufacturing organizations. The results showed that the use of multidimensional measures was associated with better performance and staff outcomes. Top management support was linked to improved performance outcomes, and training was tied to enhanced staff outcomes. The findings provide insight into characteristics and factors that can strengthen PMS effectiveness.
1) The document discusses the debate around whether organisational inertia in small and medium enterprises (SMEs) is resolved by better management or whether incompetent management gets weeded out through selection.
2) Research found that during recessions, SMEs with higher adaptability in outputs had greater longevity than competitors, showing the importance of adaptability.
3) The study concluded that both competitive selection and a firm's developmental adaptability through routines contribute to industry change and survival. Adaptability was particularly important for survival during the recession.
STRATEGIC HUMAN RESOURCE MANAGEMENT AND SUSTAINABLE COMPETITIVE ADVANTAGE: TH...pitaloka .
Researches on strategic human resource management have given major attention to the issues related to HR management
(managing people) on corporate level as a whole and integrated, than solely focuses on individual practice of HRM which is independent from other strategies of firm. This is because in order to achieve sustainable superior performance and competitive advantage, integration and confortabillitty between selected strategy and human resource policy are required to execute the strategy itself.
Inside-out approach supported by Resource Based View theory is not completely able to displace the outside-in approach in the process of HRM strategy formulation and implementation. This is caused by the fact that each of the approaches has its own advantages and disadvantages over others. The problem is how to make the role and function of strategic HRM able to directly answer all of challenges and create real solutions and add real value on the creation (value creation) so that firm wins the competition. Therefore, the role and functions of HRM must be aimed onto how to create and manage the core competencies to keep it dynamic and flexible (dynamic capabilities) to motivate the emergence of sustainable creativity and innovation which are integrated into every activity, practice, and strategy of HRM (HR Strategy) so that firm is able to adapt, integrate, arrange, and readjust its resources with the environmental changes as necessary.
This document discusses a study examining the impact of strategic human resource management (SHRM) practices on achieving organizational goals in public sector companies in India. It summarizes previous research linking SHRM practices like internal career ladders, formal training, performance appraisals, employment security, employee participation, broad jobs, and performance-based compensation to organizational effectiveness. The study uses survey data from public sector companies in New Delhi to analyze the relationship between perceptions of these SHRM practices and measures of how well organizations achieve their goals and objectives. The results show a weak relationship, with SHRM practices explaining less than 3% of the variance in outcome assessments.
This document discusses how an organization's control system, using Simons' levers of control framework, can increase corporate social performance. The control system includes belief systems, boundary systems, diagnostic control systems, and interactive control systems. When used appropriately, the levers of control can improve employee socialization and support an organizational culture that promotes behaviors aligned with social and environmental goals, thereby increasing corporate social performance alongside corporate financial performance.
GLOBAL CONFERENCE ON BUSINESS AND ECONOMICS, GLOBE 2018Dmytro Shestakov
Strategic Flexibility as a Key to Innovativeness: Theoretical Framework, Globe 2018, 120-131
Dmytro Shestakov
The article reveals the main strategic changes of the competitive environment, the necessity of flexibility in the new competitive conditions are determined. Flexibility in its various forms has
long played an important role in the organizational change and strategy literature. The theoretical approaches to the definition of the concept of "flexibility", "strategy", "strategic flexibility" are
revealed. Various kinds of flexibility of the company and levels of strategic flexibility are reviewed. With the changed dynamics in the new competitive landscape, firms face multiple discontinuities that often occur simultaneously and are not easily predicted. The article substantiates that managers and government policy makers are encountering major strategic discontinuities that are changing the nature of competition. Firms must be flexible to manage discontinuities and unpredictable change in their environments. Flexibility has been a characteristic of an organization that makes companies less vulnerable to unforeseen external changes or puts it in a better position to respond successfully to change. Strategic flexibility may increase innovation performance of a firm.
Advances In Global
Business And Economics
Proceedings of the GLOBE Conference
in Sarasota, USA, June 4-8, 2018
Editor
Dr. Cihan Cobanoglu
M3 Center
University of South Florida Sarasota-Manatee
USA
This document provides an overview of management concepts including:
1) Management involves planning, organizing, leading, and controlling resources to achieve organizational goals efficiently and effectively.
2) Managers carry out the management process and direct human, financial, physical, and information resources.
3) Classical, behavioral, and quantitative perspectives provide frameworks for management. Behavioral perspectives emphasized human factors.
4) Effective management requires consideration of situational factors and systems thinking about internal and external influences.
Sustaining a Competitive Advantage in these Interesting Times: An Evidence-Ba...Managementbridge
Purpose : Investigate organizational agility as an dynamic capability for sustaining a competitive advantage and identify simple yet practical activities that can be used by practicing managers to create a sustainable advantage
This document summarizes several organizational theories and concepts. It discusses scientific management and human relations approaches from the early 20th century. It also outlines Max Weber's theory of bureaucracy and current trends incorporating new technologies. Key concepts on individual behavior, motivation theories, group dynamics, decision-making models, conflict management, and power/authority are defined. Theories from Maslow, Herzberg, McClelland, Vroom/Yetton, Simon/March/Cyert, and Kilmann on these topics are summarized.
This document is a special issue of the journal "management revue" focusing on recent developments and future prospects in sustainable human resource management. It contains an introduction by the editors and five research articles on topics related to flexible and sustainable HRM practices. The authors argue that discussions of flexible HRM have generally considered only the positive economic benefits or negative social impacts in isolation. They propose a framework using the concept of sustainable HRM to integrate these perspectives and discuss the paradoxes and tensions between the positive and negative effects of flexible HRM practices.
This document summarizes eight major schools of management thought: 1) Management Process, 2) Empirical, 3) Human Behavior, 4) Social, 5) Decision Theory, 6) Mathematical, 7) Systems, and 8) Contingency. It also discusses the contributions of several management theorists including Frederick Taylor's scientific management principles, Henry Fayol's 14 principles of management, and the evolution of management thinking over time to consider situational factors.
This document provides an overview of organizational theory, outlining four main schools: formal theories, human relations, organizational humanism, and modern organizational theory. It discusses key thinkers and concepts within each school, including Max Weber's bureaucracy model, Frederick Taylor's scientific management, the Hawthorne Studies, and modern systems approaches. Organizational theory examines how organizations are structured and function internally and in relation to their external environment.
La combinación de gestión del conocimiento y gestión del cambio en procesos y servicios de Consultoría.
En este trabajo se analiza la relación entre los procesos de cambio y la gestión del conocimiento, entre los partidarios de gestión del cambio y facilitadores de la Gestión del Conocimiento.
The document discusses key concepts related to strategy and strategic management. It defines strategy as a plan or course of action related to pursuing organizational goals and objectives. Strategic management is described as a process directed by top management to determine long-term goals and ensure decisions align the organization with its environment. The strategic management process involves environmental scanning, strategy formulation, implementation, and evaluation.
The document discusses traditional and contemporary issues and challenges in management. It provides an overview of different perspectives in management including classical, behavioral, quantitative, systems, and operations management perspectives. It emphasizes that an effective framework integrates these perspectives and recognizes their situational and contingent nature to provide a complete understanding of management.
Strategic management involves three main processes: strategy formulation, strategy implementation, and strategy evaluation. Strategy formulation involves analyzing the internal and external environment to set objectives and develop a strategic plan. Strategy implementation allocates resources and establishes responsibility to achieve objectives. Strategy evaluation measures effectiveness by analyzing strengths, weaknesses, opportunities, and threats to determine if the strategy needs to be maintained or changed.
CHAPTER SEVEN Formulating and Adopting Strategies and Plans to Man.docxchristinemaritza
This document discusses steps 6 and 7 of strategic planning, which involve formulating strategies to address strategic issues and gaining approval to implement those strategies. It provides examples of clear, concise strategic plans from The Loft literary center and the city of Charlotte. The Loft's plan outlines specific action steps and measures of success for each strategy, while Charlotte's uses a balanced scorecard approach. The document emphasizes the importance of formulating strategies that effectively link the organization to its environment and create public value.
This document discusses different types of strategies that organizations can employ, ranging from deliberate to emergent strategies. It defines deliberate strategies as those that are realized as originally intended, while emergent strategies are patterns or consistencies that emerge despite or in the absence of original intentions.
The paper identifies several types of strategies along the deliberate-emergent continuum, including planned strategies which involve clear intentions backed by formal controls; entrepreneurial strategies driven by the vision of a controlling individual; and ideological strategies where members collectively share and pursue a vision as an ideology. It examines the conditions under which each type exists and explores how strategies in real organizations combine aspects of both deliberateness and emergence.
1) The document discusses the role of the corporate center in assisting business units within a multi-unit firm to achieve financial expectations through the realization of growth synergies.
2) It examines how the corporate center can enable overall company growth in a global supply chain through specific functions like formulating strategy, identifying opportunities, allocating capital, and providing financial controls.
3) The corporate center aims to position business units in attractive markets and realize synergies across units through mechanisms like knowledge sharing, resource transfers, patching of structures, and temporary collaborations between units.
Analysis of levers of control in a slovenian companykesavneupane
This document provides an analysis of management control systems (MCS) using Simons' framework of four levers of control. It examines MCS in a Slovenian manufacturing company called Trimo over 1992-2004. The four levers are diagnostic control systems that monitor performance, interactive control systems that involve managers in decisions, beliefs systems that inspire new opportunities, and boundary systems that set limits. The study aims to understand how Trimo deployed MCS according to these levers and how it used them. It finds that considering a wider range of formal and informal controls provides a more comprehensive analysis than prior contingency studies.
This document summarizes a research paper that examines how the use of multidimensional performance measures and four organizational factors influence the effectiveness of performance measurement systems (PMSs). The study collected survey data from 455 senior financial officers in Australian manufacturing organizations. The results showed that the use of multidimensional measures was associated with better performance and staff outcomes. Top management support was linked to improved performance outcomes, and training was tied to enhanced staff outcomes. The findings provide insight into characteristics and factors that can strengthen PMS effectiveness.
1) The document discusses the debate around whether organisational inertia in small and medium enterprises (SMEs) is resolved by better management or whether incompetent management gets weeded out through selection.
2) Research found that during recessions, SMEs with higher adaptability in outputs had greater longevity than competitors, showing the importance of adaptability.
3) The study concluded that both competitive selection and a firm's developmental adaptability through routines contribute to industry change and survival. Adaptability was particularly important for survival during the recession.
STRATEGIC HUMAN RESOURCE MANAGEMENT AND SUSTAINABLE COMPETITIVE ADVANTAGE: TH...pitaloka .
Researches on strategic human resource management have given major attention to the issues related to HR management
(managing people) on corporate level as a whole and integrated, than solely focuses on individual practice of HRM which is independent from other strategies of firm. This is because in order to achieve sustainable superior performance and competitive advantage, integration and confortabillitty between selected strategy and human resource policy are required to execute the strategy itself.
Inside-out approach supported by Resource Based View theory is not completely able to displace the outside-in approach in the process of HRM strategy formulation and implementation. This is caused by the fact that each of the approaches has its own advantages and disadvantages over others. The problem is how to make the role and function of strategic HRM able to directly answer all of challenges and create real solutions and add real value on the creation (value creation) so that firm wins the competition. Therefore, the role and functions of HRM must be aimed onto how to create and manage the core competencies to keep it dynamic and flexible (dynamic capabilities) to motivate the emergence of sustainable creativity and innovation which are integrated into every activity, practice, and strategy of HRM (HR Strategy) so that firm is able to adapt, integrate, arrange, and readjust its resources with the environmental changes as necessary.
This document discusses a study examining the impact of strategic human resource management (SHRM) practices on achieving organizational goals in public sector companies in India. It summarizes previous research linking SHRM practices like internal career ladders, formal training, performance appraisals, employment security, employee participation, broad jobs, and performance-based compensation to organizational effectiveness. The study uses survey data from public sector companies in New Delhi to analyze the relationship between perceptions of these SHRM practices and measures of how well organizations achieve their goals and objectives. The results show a weak relationship, with SHRM practices explaining less than 3% of the variance in outcome assessments.
This document discusses how an organization's control system, using Simons' levers of control framework, can increase corporate social performance. The control system includes belief systems, boundary systems, diagnostic control systems, and interactive control systems. When used appropriately, the levers of control can improve employee socialization and support an organizational culture that promotes behaviors aligned with social and environmental goals, thereby increasing corporate social performance alongside corporate financial performance.
GLOBAL CONFERENCE ON BUSINESS AND ECONOMICS, GLOBE 2018Dmytro Shestakov
Strategic Flexibility as a Key to Innovativeness: Theoretical Framework, Globe 2018, 120-131
Dmytro Shestakov
The article reveals the main strategic changes of the competitive environment, the necessity of flexibility in the new competitive conditions are determined. Flexibility in its various forms has
long played an important role in the organizational change and strategy literature. The theoretical approaches to the definition of the concept of "flexibility", "strategy", "strategic flexibility" are
revealed. Various kinds of flexibility of the company and levels of strategic flexibility are reviewed. With the changed dynamics in the new competitive landscape, firms face multiple discontinuities that often occur simultaneously and are not easily predicted. The article substantiates that managers and government policy makers are encountering major strategic discontinuities that are changing the nature of competition. Firms must be flexible to manage discontinuities and unpredictable change in their environments. Flexibility has been a characteristic of an organization that makes companies less vulnerable to unforeseen external changes or puts it in a better position to respond successfully to change. Strategic flexibility may increase innovation performance of a firm.
Advances In Global
Business And Economics
Proceedings of the GLOBE Conference
in Sarasota, USA, June 4-8, 2018
Editor
Dr. Cihan Cobanoglu
M3 Center
University of South Florida Sarasota-Manatee
USA
This document provides an overview of management concepts including:
1) Management involves planning, organizing, leading, and controlling resources to achieve organizational goals efficiently and effectively.
2) Managers carry out the management process and direct human, financial, physical, and information resources.
3) Classical, behavioral, and quantitative perspectives provide frameworks for management. Behavioral perspectives emphasized human factors.
4) Effective management requires consideration of situational factors and systems thinking about internal and external influences.
Sustaining a Competitive Advantage in these Interesting Times: An Evidence-Ba...Managementbridge
Purpose : Investigate organizational agility as an dynamic capability for sustaining a competitive advantage and identify simple yet practical activities that can be used by practicing managers to create a sustainable advantage
This document summarizes several organizational theories and concepts. It discusses scientific management and human relations approaches from the early 20th century. It also outlines Max Weber's theory of bureaucracy and current trends incorporating new technologies. Key concepts on individual behavior, motivation theories, group dynamics, decision-making models, conflict management, and power/authority are defined. Theories from Maslow, Herzberg, McClelland, Vroom/Yetton, Simon/March/Cyert, and Kilmann on these topics are summarized.
This document is a special issue of the journal "management revue" focusing on recent developments and future prospects in sustainable human resource management. It contains an introduction by the editors and five research articles on topics related to flexible and sustainable HRM practices. The authors argue that discussions of flexible HRM have generally considered only the positive economic benefits or negative social impacts in isolation. They propose a framework using the concept of sustainable HRM to integrate these perspectives and discuss the paradoxes and tensions between the positive and negative effects of flexible HRM practices.
This document summarizes eight major schools of management thought: 1) Management Process, 2) Empirical, 3) Human Behavior, 4) Social, 5) Decision Theory, 6) Mathematical, 7) Systems, and 8) Contingency. It also discusses the contributions of several management theorists including Frederick Taylor's scientific management principles, Henry Fayol's 14 principles of management, and the evolution of management thinking over time to consider situational factors.
This document provides an overview of organizational theory, outlining four main schools: formal theories, human relations, organizational humanism, and modern organizational theory. It discusses key thinkers and concepts within each school, including Max Weber's bureaucracy model, Frederick Taylor's scientific management, the Hawthorne Studies, and modern systems approaches. Organizational theory examines how organizations are structured and function internally and in relation to their external environment.
La combinación de gestión del conocimiento y gestión del cambio en procesos y servicios de Consultoría.
En este trabajo se analiza la relación entre los procesos de cambio y la gestión del conocimiento, entre los partidarios de gestión del cambio y facilitadores de la Gestión del Conocimiento.
The document discusses key concepts related to strategy and strategic management. It defines strategy as a plan or course of action related to pursuing organizational goals and objectives. Strategic management is described as a process directed by top management to determine long-term goals and ensure decisions align the organization with its environment. The strategic management process involves environmental scanning, strategy formulation, implementation, and evaluation.
The document discusses traditional and contemporary issues and challenges in management. It provides an overview of different perspectives in management including classical, behavioral, quantitative, systems, and operations management perspectives. It emphasizes that an effective framework integrates these perspectives and recognizes their situational and contingent nature to provide a complete understanding of management.
Strategic management involves three main processes: strategy formulation, strategy implementation, and strategy evaluation. Strategy formulation involves analyzing the internal and external environment to set objectives and develop a strategic plan. Strategy implementation allocates resources and establishes responsibility to achieve objectives. Strategy evaluation measures effectiveness by analyzing strengths, weaknesses, opportunities, and threats to determine if the strategy needs to be maintained or changed.
CHAPTER SEVEN Formulating and Adopting Strategies and Plans to Man.docxchristinemaritza
This document discusses steps 6 and 7 of strategic planning, which involve formulating strategies to address strategic issues and gaining approval to implement those strategies. It provides examples of clear, concise strategic plans from The Loft literary center and the city of Charlotte. The Loft's plan outlines specific action steps and measures of success for each strategy, while Charlotte's uses a balanced scorecard approach. The document emphasizes the importance of formulating strategies that effectively link the organization to its environment and create public value.
This document discusses different types of strategies that organizations can employ, ranging from deliberate to emergent strategies. It defines deliberate strategies as those that are realized as originally intended, while emergent strategies are patterns or consistencies that emerge despite or in the absence of original intentions.
The paper identifies several types of strategies along the deliberate-emergent continuum, including planned strategies which involve clear intentions backed by formal controls; entrepreneurial strategies driven by the vision of a controlling individual; and ideological strategies where members collectively share and pursue a vision as an ideology. It examines the conditions under which each type exists and explores how strategies in real organizations combine aspects of both deliberateness and emergence.
This document discusses various planning models and processes. It describes Hudson's typology of 5 planning models: synoptic, incremental, transactive, advocacy, and radical. It also discusses Wilson's addition of mixed scanning, learning adaptive, and general systems models. Adams further grouped these typologies. The document contrasts the technicist, political, and consensual planning models and provides an example table comparing their processes, structures, and technologies. It defines endogenous and exogenous variables and discusses the NEDA development planning model which outlines policies, strategies, implementation, monitoring, and evaluation steps.
Many people claim that strategy is dead - overcome by the conditions of change and uncertainty. They prefer agility and quick response. But the obituary for strategy is premature - and is based on a series of false assumptions about strategy.
We outline how strategy is both necessary and valuable in conditions of uncertainty and change.
Strategic Mangement For Under Grad AnimatedUlhas Wadivkar
The document discusses strategic management, including definitions, levels of decisions, roles of strategists, and the strategic management process. It defines strategic management as determining goals and courses of action to achieve them. Strategic decisions are made at various levels from corporate to functional. Strategists include the board, CEO, managers, and consultants. The strategic management process involves defining vision and mission, analyzing the environment, setting objectives and strategies, implementing plans, and evaluating performance.
CHARTER 1 EVOLUTION OF BUSINESS POLICY AND STRATEGY (1).pptxDanielDeGuzman23
This document discusses the evolution of business policy and strategy. It defines key concepts such as business policy, strategy, strategic management, and tactics. Business policy refers to the set of rules that guide an organization, while strategy is management's plan to achieve goals consistent with the organization's mission. Strategic management involves analyzing opportunities/threats, strengths/weaknesses, establishing goals/mission, formulating strategies, implementing strategies, and engaging in strategic control. Tactics are more operational compared to strategies and support achieving strategies. The document also discusses different strategic types, bases of policies and strategies, and approaches to identifying them.
Strategic management involves 3 levels of strategy:
1. Corporate level strategy determines the overall scope and direction of the organization.
2. Business level strategy identifies how each business unit will compete in its market.
3. Functional level strategy guides activities within specific operational areas like marketing and HR.
The strategic management process includes environmental scanning, strategy formulation, implementation, and evaluation. Setting a vision, mission, and objectives provides guidance for strategic planning.
The relationship between generic strategies and organizational performance: A...AI Publications
The main purpose of this research is to examine the relationship between generic strategies and organizational performance in selected furniture companies in Kurdistan.The researcher used quantitative research method to analyze the relationship between generic strategies and organizational performance of furniture companies in Kurdistan. The researcher printed and distributed 100 questionnaires, but received only 76 questionnaires from participants. Accordingly the sample size of this study is 76 unitsThe findings of this study revealed that the three generic strategies (cost strategy, differentiation strategy and focus strategy) have positive relationship with organizational performance in selected furniture companies in Kurdistan. A research could be completed in different businesses to see if similar outcomes will be gotten. This research likewise recommends that an exploration study could be done to decide factors impacting successful execution of effective strategy in the business.
This document discusses the concepts of business policy and strategy. It defines business policy as the set of rules that guide an organization's decisions and actions. Strategy is defined as management's plan to achieve organizational goals consistent with its mission. The document traces the evolution of strategic management from its origins in military science. It describes strategic management as an integrated process that considers both external environmental factors and long-term competitiveness and sustainability.
This document provides a literature review on operations strategy. It discusses four main points: 1) There are multiple accepted methods for developing an operations strategy, including top-down, bottom-up, and integrated approaches. 2) There is more literature on the content of operations strategies than the process. 3) Linking corporate and operations strategies improves company performance. 4) Recent research and a changing business environment have increased the importance of operations strategy for organizations.
A REVIEW OF LITERATURE IN MANAGEMENT CONTROL SYSTEM (MCS), BUSINESS STRATEGY,...Christine Maffla
This document reviews 10 articles on the relationship between management control systems (MCS), business strategy, and firm performance. Most articles studied manufacturing industries in Australia and Canada, with managers and top management as the most common key informants. The majority used quantitative methods. Findings showed MCS can support both cost leadership and differentiation strategies, though different MCS may be needed for each. Interactive MCS were found to support differentiation strategies and influence innovation and financial performance. Overall the literature revealed linkages between MCS, strategy, and performance.
This document discusses various typologies and models of planning. It begins by defining strategic planning as a process to achieve organizational purposes through establishing steps and activities. It then summarizes several planning models:
1) Hudson's (1974) SITAR typology which includes the Synoptic, Incremental, Transactive, Advocacy and Radical models.
2) Wilson's (1989) addition of the Mixed Scanning, Learning Adaptive and General Systems models.
3) Adams' (1991) classification of typologies into the Rational Interactive and Resource Allocation groups.
It also outlines models for corporate business planning, socioeconomic planning, and educational planning including the Circular and Herman & Herman
Of strategies deliberate and emergent - Henry MintzbergCX Pilots
This document discusses different types of strategies that organizations can employ, ranging from deliberate to emergent strategies. At one end of the spectrum are planned strategies, which involve clear and articulated intentions that are precisely implemented through formal controls. Entrepreneurial strategies involve a central leader imposing their vision through personal control, providing flexibility to adapt intentions over time. More emergent strategies arise when intentions are less clear or the environment directly shapes patterns of actions. The document aims to develop a continuum of strategic deliberateness to better understand how strategies form in organizations.
Strategic management, planning, thinking and strategic plans are discussed. Strategic management determines mission, vision, values, goals and objectives. Strategic planning helps focus energy on common goals and assess/adjust direction in response to changes. A strategic plan outlines how an organization will accomplish its goals through strategies like organizational, programmatic and functional strategies. Various analysis tools can help with strategic planning including SWOT analysis, the MacMillan matrix and information on knowledge management, information management and project management is also provided.
This document provides an overview of strategic management. It discusses key concepts like strategy, the strategic management process, and stakeholders. The strategic management process involves defining goals and objectives, analyzing the external and internal environment, selecting strategies, implementing strategies, and providing feedback. Strategies can be intended/planned or emergent/unplanned. The document also discusses stakeholders, strategic choices at different levels, and matching strategy, structure, and controls.
The document discusses key concepts in organization theory and management. It defines organizations and discusses how they are goal-oriented and designed systems that are linked to their external environment. It also examines theories of organizations, the role of management, and challenges facing public organizations, especially in developing countries.
A Comparative Analysis Of Strategies And Business Models Of Dell Inc. And Hew...Yasmine Anino
Dell and HP are compared in the document. Both companies specialize in IT and Dell is the market leader while HP is the market challenger. The strategies and business models of Dell and HP are analyzed. While their strategies are similar, any small mistake by Dell could allow HP to become the new market leader. The document provides background on both companies and compares their strategies and business models.
A Comparative Analysis Of Strategies And Business Models Of Dell Inc. And Hew...
Computing on the edge notes
1. Adaptive Organisations – Interweaving the Deliberate and Emergent
Abstract
Today’s business world is an increasingly complex, interconnected environment where organisations
conduct global business. It is characterised by rapid, unpredictable change resulting in turmoil that
impacts all levels of an organisation. Traditional deliberate strategies, based on cycles of stability and
predictability, are no longer relevant for today's business environments. Emergent strategies have
been advocated as the solution. However, the thesis of this research is that organisations need to
interweave the deliberate with the emergent. A review of research and industry literature suggests
large gaps exist in terms of strategies, processes, structures, and information systems that intrinsically,
fundamentally, and seamlessly interweave deliberate and emergent aspects to support adaptive
organisations. In this thesis we investigate and propose how interweaving of the deliberate and
emergent could be conceived and realised in terms of strategy, processes, organisational structures,
and information systems. The research is interdisciplinary in nature and spans management,
operations, and information systems.
2. 1. Background and Context
The volatility of today’s business environment acts a catalyst for the constant emergence of new
problems and market opportunities. For example, product lifecycles that used to be measured in terms
of years are now taking months if not weeks. This market instability, characterised by the ever
increasing rate of change, necessitates change in the way organisations conduct their business (Dale,
2007; Heinrich & Betts, 2003). Change in terms of the way business is conducted means there is a
corresponding change in business models and the business processes that support these models.
One way organisations can respond to the challenges of rapid change is to consider its impact at three
tiers of abstraction. First, macro level changes that impact an organisation and its strategic direction.
Second, macro and micro level changes that can affect the organisation's business processes (BP) and
organisational structure, or the way business is conducted. And third, changes to the Information
Systems (IS) that are required to implement and support the business processes and changing strategy.
Most organisations manage their strategy, business processes, the organisational structure, and their
information systems in a disparate way rather than adopting a cohesive approach. This lack of
cohesion can result in serious problems for the organisation if it is unable to respond and adapt to
rapidly changing business conditions. Commonly, technology is understood as an enabler to solve
problems, for example machines and software have been used to significantly increase efficiencies of
many organisational processes. In a predictable environment the traditional approach of defining
strategy, designing processes, and implementing software solutions is an appropriate response.
However, in a rapidly changing environment, organisations are under fierce pressure to adapt to the
environmental change.
2. Deliberate or Emergent or Adaptive?
There are many current frameworks that express the elements of strategy, business process,
organisational structure and information systems but most of these frameworks focus on an internal
alignment of those elements (for example, Kumaran et al 2007). The alignment is the cyclical
1
3. monitoring and adjustment with a predetermined deliberate orientation. Even though there may be
some external sensing, the alignment cycle does not take this into account. The alignment is done in a
very deliberate way and therefore considered to be a deliberate approach in terms of the management
orientation.
The deliberate approach, as a certain orientation of management, is also recognised by Scheer (2007).
However, he suggests that an organisation may balance the deliberate approach with an emergent
approach to offset the dynamics occurring in its internal and external environment. He proposes a
model that illustrates the intensity of control versus connectivity between groups both internally and
externally. This model suggests that organisations with traditional, top down, hierarchical
management structures have high levels of intensity of control and low connectivity. These
organisations are inflexible and succeed in stable environments. They follow a deliberate approach.
While there are organisations at the bleeding edge that are very reactive and flexible, their levels of
connectivity are very high while the intensity of control is very low. These organisations follow an
emergent approach.
Scheer (2007) suggests that the best place to be is on the edge of chaos where organisations balance
flexibility and stability. This equates to a balance between the deliberate and emergent approach.
The edge of chaos equates to what is meant by the adaptive approach as defined in this research, the
deliberate-emergent approach.
3. The adaptive approach
There are two key dimensions to the following discussion of the literature. One is the elements of an
organisation and the other is the deliberate versus the emergent orientation of management. This
deliberate versus the emergent approach is applied to the four key elements of an organisation
proposed by Scott-Morton MIT90’s framework (1991): strategy, business processes, organisational
structures and technology (information systems). So the MIT90’s framework acts as an over arching
structure in the research. The second dimension used is the concept of deliberate and emergent
2
4. introduced by Mintzberg (1994) and echoed in slightly different terms by Scheer (2007) with his ideas
on stability and flexibility. The structure of the discussions is organised against these two dimensions
(axes) as illustrated in Figure 1. Each of the four key elements of an organisation (Scott-Morton,
1991) is discussed in terms of deliberate, emergent and adaptive in the following sections.
[Figure 1 about here]
3.1 Strategy
The Oxford Dictionary defines strategy as a "plan designed to achieve a particular long-term aim"
(Pearsall, 2001). However, Mintzberg (1987) suggests that in a business context a strategy is more
than just a plan. He suggests that it is a 'pattern' that is found in a stream of actions, a market position,
and the organisation's perspective. Mintzberg and Walters (1985) introduced the idea of a strategy as
consisting of two elements: deliberate strategy and emergent strategy. This view is supported by
Ocasio and Joseph (2008) they defined strategy as "a framework, either implicit or explicit, that
guides the organisation's choice of action". They suggest this broad view of strategy is both "planned
and emergent, resulting from strategic design, the evolution of a pattern of decisions, or a combination
of the above".
3.2 Deliberate Strategy
A deliberate strategy is a strategy that is carefully planned and controlled by the organisation. The
traditional strategies are deliberate strategies. The reasons for this are that these strategies begin with
an idea, a plan is then developed, the plan is communicated, and some form of action(s) follows. The
purpose of what can be considered as a traditional strategy is to create and maintain a long term
definable position that results in competitive advantage within the market (Mintzberg & Waters,
1985; Eisenhardt & Brown, 1998). A seminal and definitive work on corporate strategy 'Competitive
Advantage' (Porter, 1980) discussed what is now known as Porter's Strategy Models. It could be
argued that Porter's work on competitive strategy focuses on deliberate strategies as his definition is
that a formal corporate strategy "provides a coherent model for all business units and ensures that all
3
5. those involved in strategic planning and its implementation are following common goals" (Porter,
1980).
3.3 Emergent Strategy
Emergent strategies are those strategies that have developed as part of a "pattern in a stream of
actions" and are divorced from any preconceived plan (Mintzberg, 1987; Hamel & Prahalad, 2005).
This strategy is the ability of the organisation to be responsive to the environment in order to maintain
its competitive position. Bonnet and Yip (2009) refer to strategic agility, it is the ability an
organisation has to constantly, "sense, assess and react to market conditions". They suggest that in
today's turbulent markets strategic agility is necessary rather than the idea of sustainable competitive
advantage.
The foregoing discussion has discussed the key concepts of deliberate strategy and emergent strategy
in their pure form. A pure deliberate strategy is when the organisation proposes and then locks itself
into a course of action toward a future destination that it ultimately reaches. In contrast, the pure form
of an emergent strategy lacks intention but despite lack of intention there is "order and consistency
over time" (Mintzberg & Walters, 1985).
3.4 Adaptive Strategy
There are not many current strategies that are purely deliberate or purely emergent (Mintzberg, 1994).
A strategy that results in competitive advantage today may not result in competitive advantage
tomorrow as so much is happening at an ever increasing speed. "Competing on the edge" (Eisenhardt
& Brown, 1998) refers to a strategic approach that requires an organisational ability to change
constantly over time in response to a relentlessly changing environment. Reacting to the environment
is important but anticipating and even setting the pace of change is more so as time pacing is relevant
to strategy. In an adaptive (deliberate-emergent) strategy, time encompasses both the notion of
"stretching out the past" together with probing into the future in order to obtain a strategy that is both
deliberate and emerging (Eisenhardt & Brown, 1998).
4
6. 4. Business Processes
Given the rapidly changing demands of an organisation’s business environment and the many
challenges that this uncertainty brings, organisations are focusing on their business processes as a
means to deliver the specific results that are required to meet the environmental or organisation needs.
Given that business processes exist to serve the customer, it can therefore be perceived as a key to
sustainable competitive advantage. Keen (1997) supports this view and purports that there are four
main reasons for viewing BP improvement as a strategic imperative. First, organisations have the
propensity to be far more adaptable than previously thought. Second, the changing nature of change
requires organisations to balance and compete on the edge that lies between flexibility and stability.
Third, BP makes a major contribution to the development of organisation specific, dynamic
capabilities (competencies) and fourth, the significant effect of IT advances on the critically important
coordination and transaction costs.
4.1 Deliberate Business Processes
A number of methodologies and frameworks have been proposed by academics and consultants to
manage the transformation process of business process. However, most of these advocate a structured
deliberate approach that consumes a lot of time, money and effort to often produce only mediocre
gains (Billington & Davidson, 2008). For example, the Process Lifecycle (Rosemann, 2001) follows a
step wise approach from the initial identification of the current as-is process through to the
development of the improved to-be process that is then implemented. The cycle is completed by
monitoring and control of the new and improved implemented process. However, the sense and
respond adaption cycle, using the process lifecycle management approach, is a static approach
because it does not accommodate mid-cycle change. Therefore, the sense, respond and adapt aspect of
the life cycle orientation is limited by the very nature of the cycle itself.
5
7. 4.2 Emergent Business Processes
New processes are constantly emerging during the execution of daily business. The term used to
describe these new, evolving, knowledge-intensive business processes is emergent business processes
(EBP). Emergent business processes are organisational activity patterns described by Markus,
Majchrzak and Gasser (2002) as processes in which, "problem interpretations, deliberations with no
best structure or sequence, and actions unfold unpredictably". A defining characteristic of these
emergent business processes is that they cannot be predefined as their models are based on
accumulated experience and evolve from the execution of business events. (Marjanovic, 2005; Dale,
2007).
4.3 Adaptive Business Processes
A number of authors have used Jazz music improvisation a metaphor for the adaptive management of
business processes. Scheer (2007) explains that a good jazz group, made up of skilled musicians
(experts) who when playing together are constantly communicating in the same time and place. Each
playing is listening and responding to each other with particular emphasis on the soloist. Each player
responds to the soloist’s development of the melody. During an improvisation the soloist uses the
structure of the lead music lead sheet as a scaffold and within that scaffold creates new melodies on
the spot. Applying the jazz metaphor to the management of business processes, the jazz group's
process of improvisation is analogous to a source of constant emergent processes. While the scaffold
that the soloist uses determined by the music sheet is analogous to deliberate processes. Therefore, the
metaphor of jazz improvisation can be used to illustrate the management of adaptive processes.
5. Organisational Structures
An organisational structure exists for management and control purposes. It defines the work roles and
how activities are grouped together (Lasher, 2005). The way an organisation is structured has
implications for how strategy is translated throughout the organisation and ultimately how the
6
8. organisation performs. Roberts (2004) posits that "certain strategies and organizational designs do fit
one another and the environment, and thus produce good performance, and others do not."
5.1 Deliberate Organisational Structures
Many organisations are structured as a functional organisation that supports a deliberate approach.
Bryan and Joyce (2007) argue that most organisations are designed for a past industrial age where
vertical integrated structures were designed for efficient operations. These vertically integrated
structures exhibit high levels of hierarchical authority and control and are more suited to a stable
environment.
Furthermore, Labovitz and Rosansky (1997) suggest that traditional, hierarchical organizational
structures are designed to break up managerial tasks into pieces: departments and divisions. This
segmentation makes it difficult to integrate the organisation's strategy, business processes and systems
into a cohesive working whole. The organisational structure actually becomes a barrier to change and
improved performance.
5.2 Emergent Organisational Structures
A virtual organisation structure is an emerging organisational form where employees interact with
each other almost completely using telecommunication systems. A virtual organisation structure
allows for high levels of connectivity both among the individuals members of the organisation and
with the environment. It is an extremely flexible structure that allows an organisation to be reactive
and innovative.
5.3 Adaptive Organisational Structures
Organisations with traditional top down hierarchical management structures have high levels of
intensity of control and low connectivity and thus are restricted to being very deliberate.
Organisations at the bleeding edge are very reactive, connectivity between parties and the external
environment is very high. Neither of these extreme positions is good (Eisenhardt & Brown, 1998;
7
9. Scheer, 2007). One extreme position is characterised by deliberate, deliberation and stability while the
other is characterised by chaos, flexibility and possibly innovation and even anarchy. A Matrix
organisational structure however supports both the emergent and deliberate management orientation.
The matrix structure consists of the horizontal management and control lines of a product orientated
structure combined with the vertical lines of a functional structure. Furthermore, the management
reporting lines are extremely flexible. Therefore, it can be argued that it is not a choice between being
stable or flexible it is about being stable and flexible. This research suggests that an organisation
develop the ability to be deliberate and emergent, stable and flexible and at the same time be an
adaptive organisation.
6. Information Systems
To effectively support an organisation's business processes, and in turn business strategy, an
integrated information systems (IS) infrastructure is absolutely essential. There are various
Information Systems that go towards supporting processes in an organisation. Scheer (1998) suggests
an integrated organisation IS infrastructure with five organisational levels. All the information
systems at each level are traditional application systems that monitor processes (not activities) at the
lowest level. Furthermore, Scheer's (1998) 'Integrated Information Systems' is a classic example of a
very deliberate, top down strategy approach. The organisation's strategy drives the analysis, control
and monitoring cycle, in which information from the monitoring processes at the bottom level is fed
back up and so on and so forth.
6.1 Deliberate Information Systems
Over the past twenty years organisations have implemented enterprise resource planning (ERP)
systems. These information systems are integrated organisation-wide systems and are a technological
response to the integrated information systems environment proposed by Scheer (1998). These ERP
systems have replaced the stand alone business information systems applications in many
organisations. These systems are predominantly based on a very deliberate approach to the
8
10. management of the organisation's transaction and business processes requirements. They follow a
very rigid structure, for example the SAP R/3 ERP system, which has been implemented by many
organisations, is an example of a typical traditional ERP system. In one sense tradition ERP systems
are extremely flexible because they can be configured to suit many different enterprises across many
different industries. On the other hand once configured and implemented they are quite difficult to
change. This inflexibility means that once implemented the system cannot altered with ease in
response to a subsequent change in the enterprises strategy and/or business processes (Portougal &
Sundaram, 2006). Therefore, traditional SAP systems and the ways you implement the system is an
example of a very deliberate approach. The systems and the processes do not allow for emergent
phenomena to be easily supported.
While we have used traditional SAP architecture as an example, generally most traditional application
software have a very deliberate orientation and mainly support deliberate processes and deliberate
strategies. Most software platforms and solutions are quite deliberate, for example PeopleSoft
Enterprise Applications, JD Edwards OneWorld, and Baan IV Solution to name a few (Nah, 2002).
These systems do not support the emergent nor adaptive approach. It is only the more recent
architectures that are trying to support emergent and adaptive approaches in terms of procedural
responses (the way in which you implement the system) and technological responses. Moreover,
custom made applications for particular organisations and contexts are even more deliberate in their
orientation.
6.2 Emergent Information Systems
More and more one is seeing information systems that support a purely emergent approach. These
information systems possess what is termed in literature and industry as an Event Driven Architecture
(EDA). From a conceptual perspective the EDA components and sub-systems are totally decoupled
(not dependant on other software applications) and mostly asynchronous. They support event
processing in real time and thus support an emergent approach.
9
11. EDA are supported by a number of different vendor platforms such as IBM's (2006). This platform
supports a purely emergent approach because it does not come with any pre-defined services but
provides complete application functionality to create any services as and when required. The platform
supports the creation of primitive as well as composite services. If something changes the primitive
and/or composite services can either be changed or a new service (primitive or composite) can be
created from scratch. Unlike the SAP and Oracle platforms, the IBM platform does not come with a
core repository of predefined services to support processes. However, primitive and composite
services can be bought from a service provider such as SAP, Oracle or other external sources on an
as-needed basis. This makes the platform extremely flexible and reactive because services can either
be created from scratch or acquired and plugged in. Therefore, the IBM platform can be viewed
primarily as one that supports the modelling, design, management, and deployment of services and as
such designed well to react to emergent behaviour.
6.3 Adaptive Information Systems
The pathway to competitive differentiation according to SAP (2009) is through 'Business Network
Transformation' termed as BPM 2.0 and beyond. BPM 2.0 and beyond in SAP's opinion will be
achieved through flexibly enabling the business process lifecycle by leveraging components and sub-
systems such as Business Rules, Business Activity Monitoring and System to System (S2S) BPM.
These are all technologies whose express purpose is to support emergent behaviour.
However, SAP recognises that the EDA as a standalone architecture that supports the pure emergent
approach is not able to achieve the key business drivers for business transformation on its own. It also
recognises that an adaptive organisation also needs modelling, simulation, and analysis and a balance
between human tasks and S2S BPM total automation. In terms of adaptive systems, S2S BPM
automation is important because the more S2S there is potentially meaningful events emerge quicker
together with adaptation. At the same time, extreme levels of S2S may lead to lack of visibility about
when human intervention is required to prevent catastrophic events unfolding. Therefore, there ought
to be a balance among H2H (human2human), S2H, or H2S automation.
10
12. In addition, SAP understands that the traditional enterprise architectures (ERP) that only support the
deliberate approach are obsolete. Therefore, SAP proposes an Enterprise Service Orientated
Architecture (ESOA) that comprises of EDA components/systems and Enterprise Modelling,
Simulation and Analysis, and Process collaboration capabilities components/sub-systems that support
the adaptive approach.
There are also hybrid systems architectures such as Oracle's that support EDA and consequently the
emergent approach. These information systems posses a whole host of components/sub-systems that
explicitly supports the EDA paradigm such as Business Activity Monitoring (BAM), Complex Event
Processing (CEP) and Business Rules Management (BRM). These architectures support Mintzberg's
vision of emergent strategies through the constant monitoring and analysis of meaningful events
(patterns of behaviour) within the organisation’s event cloud. In addition, many of these hybrid
information systems have support for the deliberate approach through explicit
modules/components/sub-systems to support Business Process Management (BPM). For example,
support for the deliberate (BPM) and the emergent (BAM) is well illustrated by Oracle's architecture.
6.4 Design Principles of Adaptive Information Systems
Generic frameworks proposed by industry heavy-weights such as Sun reiterate similar principles for
architectures to support adaptive information systems. They emphasise the need to have architectures
that are process driven, user centric, service oriented, and loosely coupled. And it is especially this
loosely coupled aspect that helps organisations in being emergent and reactive to what is happening.
This loose coupling enables one to rapidly decompose and recompose service chains to support
rapidly changing process requirements. User centricity emphasises the need for flexible user
interfaces that can be personalised, role-based, adaptable and adaptive, evolving as the users and user
needs change. Highly adaptable process flows enable the rapid composition of new flows as well as
the modification of existing flows. Such flows can be in the realm of transactions, decisions, and/or
collaborations. These four principles can be considered to be the cornerstones of adaptive
architectures.
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13. These principles are further reiterated by Van Praag (2007). However, Van Praag (2007) adds another
pillar to the adaptive organisation. He suggests that modern, distributed, real time enterprise
architectures will be powered by SOA as well as EDA patterns in combination as appropriate. He
goes onto suggest that the real time enterprise architecture will be a fusion of these different
approaches.
7. Organisation Adaption Model and Framework
This research suggests that organisations can be thought of in terms of Scott-Morton's MIT90's
Framework (1991) but they should also have the ability to formulate strategies that can be translated
into adaptive processes and adaptive structures. These adaptive processes and structures should be
inhabited by adaptive individuals in composite flexible roles and the four elements together supported
by systems and technologies that have inherent capabilities of adapting (Figure 2).
[Figure 2 about here]
Many models for organisational adaptation have been suggested but most of these models are either
management oriented or technology oriented. Bhattacharya et al.'s framework (2007) and Kumaran et
al. 's (2007) transformational approach are some of the few models for organisational adaptation that
interweave managerial concerns with technological responses in an integrated and holistic fashion.
Bhattacharya et al.'s (2007) framework differentiates four different models on different levels of
abstraction. The strategy level model is at the highest level of abstraction, where business objectives
are specified. These objectives drive the operational models. These models describe the structure of
organisational routines. In order to support organisational routines with information technology (IT),
solution composition models are designed that combine necessary information technology
functionality and the operational models. Solution composition models can be seen as an intermediate
layer between business and information technology; rather than having to deal with implementation
specifics, "solution architects" can operate on a more abstract level that simplifies the matching of
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14. business requirements to IT. IT implementation models are closer to the implementation of the
software and are platform specific.
A synthesis of the above concepts and frameworks with respect to adaptation and strategy-driven
processes, organisational structures, and systems leads us to propose a model for organisational
adaptation (Figure 3). This model explicitly considers the transformation of strategy into business
processes and appropriate organisational structures. It considers the translation of these processes and
structures into potential solutions that compose and integrate components and services to deliver
effective and flexible implementations. Execution and monitoring of the implementation and
contextual events enables us to pro-actively manage the performance of the organisation through three
distinct mechanisms; corrective (single-loop learning), optimising (double-loop learning), and
aligning (double and triple-loop learning).
[Figure 3 about here]
8. Conclusion
The subject of organisational adaptation as a means to survive has been a research topic for academic
researchers over the past two decades. There is a good amount of published literature that supports
the theme of organisations being adaptive and responding to the changing environment. This
literature can be found in a number of different research domains within a number of topic areas and
culminates in a mature body of knowledge that supports the theme that organisations need to adapt to
survive. An adaptive organisation, in essence, has the ability to sense and respond to changes in the
environment ensuring its survival.
Recent interest in adaptive organisations is particularly apparent in the IS industry. Industry
practitioners are actively engaged in promoting and writing about information systems and
technologies that support adaptive organisation. However, it appears this interest is not supported to
the same degree in the academic arena. Furthermore, there is little understanding of how these
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15. adaptive systems can be leveraged to support the development of an adaptive organisation by
supporting adaptive processes and organisational structures and adaptive strategies.
The literature review highlighted the fact that while there is reasonable amount of literature in the
area of adaptive strategy there is very sparse literature in the area of adaptive processes and adaptive
organisational structures. The literature review also highlighted the fact that there is significant
amount of momentum from system vendors in the area of adaptive systems. However, there is very
little research on how adaptive strategy can be supported by adaptive business processes and
organisation structures and how all these can be supported by adaptive systems.
Furthermore, there is even less research on how to translate adaptive strategy to adaptive process and
organisational structure to adaptive systems. And back from system to structure to process to strategy
in an interwoven, seamless fashion. By interweaving these components in a seamless way,
organisations can behave in very deliberate manner as well as in an emergent fashion and still be
partially directed by a deliberate approach towards strategy.
While we have some ideas about what is an adaptive organisation and we have proposed an incipient
model and framework to support our investigations, these need to be augmented in much greater
detail, validated, extended and refined.
14
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