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Crafting Strategy ( Business Strategy)

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Crafting strategy
Henry Mintzberg (1987)

Introduction
There are many discussions surrounding the theoretical strategies within business environments, each with its own strong points can have the power to be known as the “best approach”. Over time each strategy is stressed upon establishing why it has superiority over the other. The debated topic is Crafting strategy written by Henry Mintzberg (1987a) which discusses and amplifies its core activity that of learning through small theories and concepts. The article will also analysis the nature of the emergent strategy known as crafting strategy, with focus also on its counterpart deliberate strategy. Finally a conclusion will be given with the strengths and weaknesses of the crafting strategy.
The debate
According to Idenburg (1993a) there are no grounds for arguments between that of deliberate strategy and emergent strategy as their outlooks into the organisation are different. The essence of Henry Mintzberg assertion lies within the learning spectrum while that of deliberate strategy is within planning (Idenburg, 1993b). Importantly Lynch (2003a) acknowledges that there is no appropriate context in which the emergent strategy lies. According to Idenburg (1993c) the learning process approach states that it is impossible to predict the future yet in Ansoff‘s (1991a) critic study of Henry Mintzberg assertion, Mintzberg is quoted saying that “managers need to be sure and cannot act before they are sure” for this reason amongst others Henry Mintzberg model has be describe as a failure.

As an advantage, the emergent strategy has the ability to use learning as a means of developing creative tension in response to the changes within the environment (Mintzberg, 1987b). Lynch (2003b) situates Mintzberg theory in an environment where there is constant adaption through continuously analysing and assessing since

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