Of Strategies, Deliberate and Emergent Author(s): Henry Mintzberg and James A. Waters Source: Strategic Management Journal, Vol. 6, No. 3 (Jul. - Sep., 1985), pp. 257-272 Published by: John Wiley & Sons Stable URL: http://www.jstor.org/stable/2486186 Accessed: 04/09/2009 11:09 Your use of the JSTOR archive indicates your acceptance of JSTOR's Terms and Conditions of Use, available at http://www.jstor.org/page/info/about/policies/terms.jsp. JSTOR's Terms and Conditions of Use provides, in part, that
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There are two main perspectives on strategy formation. One is formalism and planning which is known as deliberate strategy, and there other is emergence and incrementalism. The argument of this paradox is should managers formulate a deliberate strategy via a structured planning system and ‘think before they do’, or should managers opt for an incremental approach to strategy and experiment, explore and experience. Strategy deals with the future although the future is unknown, and managers may wish
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Planning strategy was once predominant in the 1960s and 1970s. Although it faltered in the 1980s and 1990s, it still continues to be a significant influence today. While the fact that many industries continued to experience turbulent was the main reason of the fall of planning strategy, it also accounted for the rise of the emergent strategy. Entrepreneurial organizations increasingly rely on emergent strategy development rather than formal planning processes (Fletcher & Harris, 2002). This literature
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leading management theorists have advocated that strategy needs to start with stakeholders expectations and use a modified balanced scorecard which includes all stakeholders. "Strategic management is an on-going process that evaluates and controls the business and the industries in which the company is involved; assesses its competitors and sets goals and strategies to meet all existing and potential competitors; and then reassesses each strategy annually or quarterly [i.e. regularly] to determine
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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
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(Definition of Strategy) "Strategy is the direction and scope of an organisation over the long-term: which achieves advantage for the organisation through its configuration of resources within a challenging environment, to meet the needs of markets and to fulfil stakeholder expectations.” (Johnson and Scholes) Mintzberg starts off by identifying that there are differences in strategy, some are ‘intended’ and others ‘realised’. He states that this diagram allows the distinction of deliberate and emergent
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evaluate this article we must first understand Mintzberg’s (1987) strategy distinctions between planning strategy and crafting strategy. Planning strategies being those which are internally defined and implemented, similar to that of a blueprint (Findley, 1988). Crafting strategy is a continuous form of strategy which incorporates the learning process into the decision making. From this it is important to recognise the definition of strategy according to Mintzberg who bases his assumptions on “a pattern
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through which strategy comes to be defined. The first strategy-making process is conscious and analytical, involving assessments of market structure, competitive strengths and weaknesses, the nature of customer needs, and the drivers of market growth. Strategy in this process typically is formulated in a project with a discrete beginning and end. Top-tier management consultants often manage these projects. The result of this process is an intended or deliberate strategy. The second strategy making process
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Honda’s successful expansion in USA? The two accounts of how Honda entered into the US market are very different; The Boston Consulting groups (BCG) report clearly shows a deliberate approach to Hondas strategy in penetrating the US motor cycle market. The report documented by Richard Pascale shows a clearly defined emergent strategy. The following study is to better understand the Key differences between these two accounts of Honda's entry into the US motorcycle market. The BCG report was requested
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Djeba Augustine DELIBERATE AND EMERGING STRATEGIES Deliberate strategy is a strategy realised as intended while emergent strategy is said to be patterns of consistence realised despite, or in the absence of intentions. “ A strategy is said to be perfectly deliberate if the realised is formed exactly as intended. A strategy is perfectly emergent if there is order in the absence of intentions ”. ( Mintzberg & Waters, 1985). TYPES OF STRATEGY
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