Strategy is a set of rules for decision making under conditions of partial ignorance. Strategic decisions concern the firm's relationship with its ecosystem.[1]
Strategy is a mediating force between the organization and its environment: consistent patterns in streams of organizational decisions to deal with the environment.[2]
Mintzberg's view of strategy has at least two implications. First, strategy is not one decision but must be viewed in the context of a number of decisions and the consistency among them. Second, the concept means that the organization must be constantly aware of decision alternatives.
Strategy provides suggested directions for the organization, which allows the company to achieve its objectives and to respond to opportunities and threats in the external environment.[3]
Strategy has two characteristics: situational or environmental analysis that determines the company's position in the market and the proper use of company resources to achieve its objectives.[4]
Strategy is the pattern of decisions that guide the organization in its relationship with the environment, affect the processes and internal structures, as well as influencing the performance of organizations.[5]
Strategy is the company choice as to key decision variables such as price, promotion, quantity and quality. The company, to have good performance, must be correctly positioned in its industry.[6]
Strategy is a pattern in a chain of actions or decisions. It disrespects the possibilities for different strategies for several environment conditions.[7]
Strategy is a set of offensive or defensive actions to create a defensible position in an industry, to cope successfully with competitive forces and thus get a higher return on investment.[8]
Strategy explains how the company will use its resources and capabilities to build and sustain the competitive advantages that favourably influence customer purchasing decisions.[9]
Strategy is the focused use of imagination and logic to respond to the environment so that as a result it generates competitive advantage for the company.[10]
Strategy is a set of rules for decision making to guide the behaviour of an organization. There are four distinct types of rules: standards by which the present and future performance of the company is measured (objectives, targets); rules for the development of relationships with the external environment (product strategy and marketing, or business strategy), rules for establishing relations and internal processes in the organization (organizational concept); and rules by which the company shall conduct its activities in the day-to-day (operational policies).[11]
[6] Andrews (1991) Strategy is the pattern of settlement in a company that determines and reveals its objectives, purposes or goals, produces the principal policies and plans to achieve these targets and ascertains the scale of business that the company should get involved in, the type of economic and human organization and the nature of the economic and non-economic benefits generated for shareholders, employees and communities.[12]
Strategy is the deliberate search for an action plan to develop and adjust the competitive advantage of a company. The differences between the organization and its competitors are the basis of its competitive advantage.[13]
Strategy is the deliberate search for an action plan to develop and adjust the competitive advantage of a company. The differences between the organization and its competitors are the basis of its competitive advantage.[14]
Strategy is to define the direction of organizations. This includes issues of primary concern to the manager, or any person who seeks the reasons for success and failure between organizations.[15]
Strategy is a set of competitive changes and business approaches that managers perform to achieve the best performance of the company. It is the managerial plan to enhance the organization’s position in the market, boost customer satisfaction and achieve performance targets.[16]
Strategy is a set of plans or decisions made in an effort to help organizations achieve their objectives.[17]
Strategy means performing different activities to those performed by rivals or performing the same activities differently.[18]
Strategy is the set of plans from top management to achieve results consistent with the organizational mission and objectives.[19]
Strategy is the mediating force between the organization and its surroundings, focusing on decisions and actions that come naturally. Strategy formation is not limited to intentional processes, but can occur as a pattern of actions formalized or otherwise.[20]
Strategy is the theory of the firm on how to compete successfully. It also considers performance as a factor influenced by strategy, as it can be considered that to compete successfully means having a satisfactory performance.[21]
The strategy as a conceptualization expressed or implied by the organization leader, of (1) the long-term objectives or purposes of the organization, (2) the broad constraints and policies ... that currently restrict the scope of the organization's activities, and (3) the current set of plans near-term goals that have been adopted in the expectation of contributing to the achievement of the organization's objectives.[22]
[1] H. Igor. Ansoff, Strategic Management (New York: Wiley, 1981).
[2] Henry Mintzberg, Structure et dynamique des organisations (Paris: Éditions d’organisation, 1997).
[3] Dan. Schendel и Charles W. Hofer, «Strategic Management : A New View of Business Policy and Planning» (Little, Brown, 1979).
[4] Jeffrey Bracker, «The Historical Development of the Strategic Management Concept», The Academy of Management Review 5, вып. 2 (1980 г.): 219–24, https://doi.org/10.2307/257431.
[5] Donald C. Hambrick, «Operationalizing the Concept of Business-Level Strategy in Research», The Academy of Management Review 5, вып. 4 (1980 г.): 567–75, https://doi.org/10.2307/257462.
[6] John E. Leo, «Competitive strategy: Techniques for analysing industries and competitors: Porter, Michael E. Free Press (Macmillan), New York, 396 pages, $17.95», Industrial Marketing Management 11, вып. 4 (1 октябрь 1982 г.): 318–19, https://doi.org/10.1016/0019-8501(82)90025-6.
[7] Henry Mintzberg и Alexandra McHugh, «Strategy Formation in an Adhocracy», Administrative Science Quarterly 30, вып. 2 (1985 г.): 160–97, https://doi.org/10.2307/2393104.
[8] Michael E. Porter, Competitive Advantage: Creating and Sustaining Superior Performance, 1 edition (New York: Free Press, 1998).
[9] Liam Fahey, The Strategic Planning Management Reader (Prentice-Hall, 1989).
[10] Cynthia A. Montgomery и Michael E. Porter, ред., Strategy: Seeking and Securing Competitive Advantage, First Edition edition (Boston: Harvard Business Review Press, 1991), 82–94.
[11] H. Igor. Ansoff и Edward J. MacDonnell, Implanting strategic management (New York: Prentice Hall, 1990).
[12] Henry. Mintzberg, The Strategy Process : Concepts, Contexts, Cases (Harlow: Prentice-Hall, 2003), 128–41.
[13] Bruce D. Henderson, «The Origin of Strategy», Harvard Business Review, 1 ноябрь 1989 г., https://hbr.org/1989/11/the-origin-of-strategy.
[14] Mintzberg, The Strategy Process : Concepts, Contexts, Cases.
[15] Richard P. Rumelt, Fundamental Issues in Strategy : A Research Agenda (Boston, Mass: Harvard Business School Press, 2006), 9–47.
[16] Fred R. David и Forest R. David, Strategic Management: A Competitive Advantage Approach, Concepts & Cases, 15 edition (Boston: Pearson, 2014).
[17] Alex Miller, Gregory G. Dess, и Gregory G. Dess, Strategic Management (New York: McGraw-Hill, 1996).
[18] Michael E. Porter, «What Is Strategy?», Harvard Business Review, 1 ноябрь 1996 г., https://hbr.org/1996/11/what-is-strategy.
[19] April Wright, Jane P. Murray, и Patricia Geale, «A Phenomenographic Study of What It Means to Supervise Doctoral Students», Academy of Management Learning & Education 6, вып. 4 (1 декабрь 2007 г.): 458–74, https://doi.org/10.5465/AMLE.2007.27694946.
[20] Henry Mintzberg, Joseph Lampel, и Bruce Ahlstrand, Strategy Safari: A Guided Tour Through The Wilds of Strategic Management, 60000th edition (New York, NY: Free Press, 2005).
[21] Jay B. Barney, «Resource-based theories of competitive advantage: A ten-year retrospective on the resource-based view», Journal of Management 27, вып. 6 (1 декабрь 2001 г.): 643–50, https://doi.org/10.1177/014920630102700602.
[22] Alan W. Steiss, ред., Strategic Management for Public and Nonprofit Organizations, 1 edition (New York: Routledge, 2003), 2.
