How Individual Visions Enable the Design of a Market Strategy that Works
Chapter 3: Identity and Strategy: A Dynamic Framework for Connecting the Past with the Future
3. Identity and strategy: a dynamic framework for connecting the past with the future Having an impression about the concept of organizational identity and how it is deﬁned in the current literature still leaves an open question about how organizational identity is related to strategy. In the course of this chapter two diﬀerent temporal perspectives of organizational identity and their relation to strategy are reviewed: current organizational identities, representing past experiences in the present, are separated from desired organizational identities for the future. These relations are key to integrating organizational identity into conscious strategy making which in turn should result in desirable and attainable strategies for organizations. However, before illuminating these relationships between organizational identity and strategy, it is important to brieﬂy clarify how ‘strategy’ is deﬁned within this book. 3.1 STRATEGY: A CUSTOMER-ORIENTED DEFINITION AND ITS LINK TO ORGANIZATIONAL IDENTITY Strategy has become a catch-all term that is used as a single noun, a preﬁx or an adjective, to mean whatever one wants it to mean (see Hambrick and Fredrickson, 2001, p. 49; also Markides, 2004). This book will deﬁne strategy as the way in which an organization will achieve deliberately chosen competitive advantages. A similar deﬁnition can be found in Hanssmann (1995, p. 256), who says: ‘Strategie ist die Schaﬀung und Nutzung möglichst dauerhafter (verteidigungsfähiger) Konkurrenzvorteile’ [Strategy is the creation and usage of the most sustainable (defendable) competitive advantages]. Inﬂuenced by the works of Porter (1980 and...
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