1. STRATEGY Process, Content, Context
Chapter 1
Introduction

2. Agenda Strategy Dimensions Organizational Purpose
Strategy Process
Strategy Content
Strategy Context
Organizational Purpose
Introduction to the Readings

3. Strategy Dimensions Process, Content and Context

4. Strategy Dimensions Aspects of the Strategy Process

5. Strategy Content Business, Corporate and Network Levels

6. Strategy Context Industry, organizational and International

7. Structuring the Strategy Debates Chapter Topics and strategy tensions

8. Structuring the Strategy Debates Strategy Tensions as Strategy Paradoxes

9. Taking a Dialectical Approach Advantages
Range of ideas
Presenting opposite perspectives frame the full set of views that exist on the topic
Points of contention
The ´contrast function´ of opposite ideas is that it brings points of contention into sharper focus
Stimulus for bridging
The ´integrative function´ of presenting opposite ides is that it stimulates readers to seek a way of getting the best of both worlds
Stimulus for creativity
The ´generative function´ of presenting opposite ideas is that it stimulates innovative ideas

10. Strategy Synthesis Model

11. IV. Debate and the Readings Introduction
1.1 S. Cummings: The First Strategists
Historical perspective
1.2 R. Mason and I. Mitroff: Complexity: The Nature of Real World Problems
Introduction on the nature of strategic problems
1.3 M. Scott Poole and A. van de Ven: Using Paradox to Build Management and Organization Theories
Introduction to paradoxes
1.4 G. Hofstede: Cultural Constraints in Management Theories
Doubts about universal validity of strategic management

12. The First Strategists Practical Lessons
Pericles
Opportunity waits for no man
Pericles
Do not make any conquests during the war
Epaminondas
Defeat the enemy at the strongest point, not at the weakest
Alexander the Great
Decisions can only be made when the circumstances arise

13. 2. Complexity Problem Interaction Matrix

14. Complexity Characteristics of Wicked Problems
Strong connections link each problem to other problems
Interconnectedness
Wicked problems have numerous elements with relationships among them including feedback loops
Complicatedness
Wicked problems exist in a dynamic environment
Uncertainty
Wicked problems can be seen in different ways and there is no single ´correct view´
Ambiguity
There is often a need to trade off ´goods´ against ´bads´
Conflict
Social constraints
Social, organizational, and political constraints

15. Complexity Quest for New Methods
Participative
Because the solution is distributed among many individuals, active involvement is vital
Adversarial
The best way to judge complex problems is in the context of opposition
Integrative
It is necessary to bring diverse and relevant together into a total picture
Managerial mind supporting
The thinking process needs to be supported

16. 3. Using Paradoxes Different Levels
A thought-provoking contradiction of all sorts, a puzzle needing a solution
General
A trope which represents an opposition of two accepted theses
Rhetorical
Consists of two contrary or even contradictory propositions to which we are led by apparently sound arguments
Logic

17. Using Paradoxes Methods for Working with Paradoxes
Opposition
Accept the paradox and use it constructively
Spatial Separation
Clarify levels of analysis
Temporal Separation
Take time into account
Synthesis
Introduce new terms to resolve the paradox

18. 4. Cultural Constraints Culture Dimensions
Power Distance
The degree of inequality among people which the population of a country considers as normal
Individualism
The degree to which people in a country prefer to act as individuals rather than as members of a groups
Masculinity
The degree to which hard values like assertiveness, performance, success etc. prevail over tender values
Uncertainty Avoidance
The degree to which people in a country prefer structured over unstructured situations
Long-Term Orientation
The degree to which people in a country prefer values orientated towards the future

19. Cultural constraints Idiosyncrasies of American Management Theories
The stress on market processes
II.
The stress on the individual
III.
The stress on managers rather than workers