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Essay / Research Paper Abstract
This 19 page paper look s at the argument that companies should be making decision and seeing strategy emerge in line with their environments rather than looking for the one best way. This paper looks at why and how environment may impact on decision making and strategy formulation. The paper includes discussion on the role of bounded rationality and the way that national culture and influences can impact on the decision making processes and the best way of approaching strategy. The case of Japan and Russia are used as examples. The bibliography cites 18 sources.
Page Count:
19 pages (~225 words per page)
File: TS14_TEstratenviron.rtf
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Unformatted sample text from the term paper:
best way of doing things (Mintzberg et al, 1999). Today this attitude has changed to an it depends approach, also known as contingency theory. Mintzberg argues, that strategy should
be made dependant on the companys long range plans, and strategy, should reflect the organisational structure and capabilities. However, the structure may vary dependant on many factors such as culture
as well as industry and the way the organisations and the macro factors are integrated. It is for this reason I can be credibly argued that "strategy making and consequently
decision making are (or should be) done differently under different environmental conditions". Chung and McLarney quote Barney (1992; 41) showing that there are major implications for the way in
which an organisation is structured "organizational behaviour concepts and research should be at the core of strategy formulation research, as well as strategy implementation research" (Chung and McLarney, 1999;
233). This indicates the importance the way the firm is put together with both tangible and non tangible factors. There is a
great deal of literature that has rejected or dismissed the impact that human influences may have on these processes. However if we look at the human relations school of though
where it is human factors that lead to motivation and greater productivity, then the impact of human influences on the way a company operates cannot be discounted (Huczyniski and Buchanan,
1996). When we consider the problem tat this creates when seeking to include these influences on the corporate decision making process there are many contradictions and constraints, not only
those such as bounded rationality, meaning the best decisions may not always be possible, but also due to cultural taboos and expectations as well as environmental resources in terms of
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