Strategic Management for Travel and Tourism

1039 WordsJul 9, 20185 Pages
Introduction After examining different theories of organizational strategy we were able to apply each case to our company and work. We also learned that there are two dominant methodologies, categorized as planned/analytical and emergent approaches. These strategies provide much knowledge and advice as to how to improve our organization. However, it is important to remember that these theories are not perfect. They do not encompass every organizational situation and there are a lot of circumstantial assumptions made as well. In the following discussion we will analyze the advantages and disadvantages between these strategic theories. In addition I will reflect on how these approaches may be used in my own real world situation. The…show more content…
Real world application As Hines (2004) points out, real world strategies are “neither purely planned nor purely emergent. Realized strategies are a combination of both deliberate and emergent strategies” (pg.197). I see benefits in both approaches, with a mix being the most advantageous and appropriate in my industry/work. Due to the nature of our products and market (games and technology) things are constantly in flux. Having a degree of planning is necessary to provide focus and direction for the strategy of my organization. This can also assist in the evaluation and analysis of the decision performance. My organization commonly uses this deliberate strategy in many situations. Most recently when we chose to diversify our product line by investing in and releasing games for the mobile platform. Most dominant however, is the emergent strategy, which allows us sufficient flexibity to learn and adapt to changes in our environment. Supported by other approaches, I believe my organization can continue being successful. These other supports include what Stonehouse (2002) calls a competitive positioning and resources/competence-based strategy. The competitive positioning approach emphasizes the importance of not only the environment but the need of analyzing your business in the context of its industry. The last support outlet (resources/competence), focuses on the competitive advantage of your business; what are the company specific resources and how
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