[Strategic Management as Multi-Contextual Sense-Making]

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Table of Contents

CHAPTER 1: INTRODUCTION1

Background of study1

Problem Statement1

Research Aims and Objectives2

Significance of Study2

Purpose of the Research3

Research Question3

Questions to be answered3

CHAPTER 2: LITERATURE REVIEW4

Strategic management4

Strategic management processes and embedding6

Strategic management processes7

Strategic management as multi-contextual sense-making8

Strategic management in intermediate organizations11

CHAPTER 3: METHODOLOGY13

Research Design13

Literature Search13

Anticipated results13

REFERENCES15

Chapter 1: Introduction

 

Background of study

The background of the study is that strategic management in organizations to understand the work among several contextual conditions. Traditional strategic theory often provides limited means for dealing with strategic management issues of organizations between the social sectors. This article thus uses the case of three industrial development organizations in developing an understanding of strategic management in organizations that operate under several contextual conditions. It is concluded that these organizations to act no clear mandate to any sound resource base, or any domain of their own lack, and that all these organizations have as part of the strategic management process are created.

Problem Statement

Strategic management has been redefined to include an understanding of the cognitive, social, cultural and economic rent-seeking aspects. Therefore, the theoretical focus of planning and adaptation has evolved to include a greater emphasis on the organizational resource situation and other contextually-dependent aspects. Strategic management can also human perspectives on the strategic ability of an organization. Conceptions of foreign relations have been the subject of theoretical elaboration. Strategic approaches (e.g. targets, environment, markets, technical, organizational, size) have to constantly re-conceptualize because of the technological development, changes in the infrastructure and organizational disintegration.

Increasing organizational cooperation, internationalization and the rapid technological advances continue to emphasize the importance of acquiring a deeper understanding of the scope and depth of organizational and environmental relationships.

Research Aims and Objectives

The aim and objectives of the research will be;

To describe the conception of the strategic management process can thus be described as an externally constrained rational and sequential process off formulation and implementation.

To discuss the profit from the opportunities while avoiding the threats.

To focus on the assessments of the opportunities and threats that confronts an organization.

To focus on the evaluation of strengths and weaknesses in relation to the perceived strategic options.

 

Significance of Study

Strategic management can be to the mission, vision, values, goals, objectives, tasks and responsibilities, schedules to determine work efficiently, etc. for businesses. Affect strategic management is an understanding of the environment, particularly of the forces or impedes the fulfillment of that purpose and creativity in developing effective responses to these forces. It follows then, that strategic management of the application of strategic thinking to the work of the management of an organization and how it contributes as a multi-contextual sense-making.

Purpose of the Research 

The purpose of this paper is to explore and reflect on the impact of organizational integration of the strategic management of organizations. The most important question is addressed how contextual dependence and interdependence affects the strategic management process in the organization.

Research Question

The research will be seeking to study the following questions:

Questions to be answered 

What are the opportunities concerning the implementation of strategic management processes in intermediate organizations?

What are the ...