Identity and Strategy
Show Less

Identity and Strategy

How Individual Visions Enable the Design of a Market Strategy that Works

Olaf G. Rughase

This groundbreaking book explores the relationship between organizational identity and strategy and proposes a practical strategy making process that helps to avoid the typical pitfalls in strategic change processes. In doing so, the author bridges an important gap in management and strategy literature and explains how to practically link content and process when designing market strategies. A new conceptual framework is also presented which emphasizes the importance and dynamics of organizational identity and corresponding time discrepancies for strategy making.
Buy Book in Print
Show Summary Details

Chapter 4: The Impact of Desired Identities: What Does it Mean for Strategy Making in Practice?

Olaf G. Rughase

Extract

4. The impact of desired identities: what does it mean for strategy making in practice? Strategy is a human construction; it must in the long run be responsive to human needs. It must ultimately inspire commitment. It must stir an organization to successful striving against competition. People have to have their hearts in it. (Andrews, 1987, p. 63) The framework developed in Chapter 3, and the likelihood of time-based discrepancies that it reveals, demonstrate the importance of desired organizational identity for strategy making. A vision of the organization’s future (‘who should we be?’) and a source of strong motivation to alter current organizational identities affects the aim of strategy making in an organic way. The framework illustrates a close interdependency between desired organizational identity and a future market strategy. Consequently, the identification of desired organizational identity should be adequately considered and methodologically integrated into strategy making (see Brown and Starkey, 2000, p. 110; Bouchikhi and Kimberly, 2003; Haslam et al., 2003a). However, before this integration can be done it is important to review the impact of desired organizational identities on strategy making in practice. This chapter will identify and formulate four new requirements for designing a practical strategy making process that are derived from the insights and conclusions of the organizational identity framework introduced in Chapter 3: 1. 2. 3. 4. Developing a consensually shared desired identity as a new starting point. Accepting the consensually shared desired identity as a new measure in the process of strategy...

You are not authenticated to view the full text of this chapter or article.

Elgaronline requires a subscription or purchase to access the full text of books or journals. Please login through your library system or with your personal username and password on the homepage.

Non-subscribers can freely search the site, view abstracts/ extracts and download selected front matter and introductory chapters for personal use.

Your library may not have purchased all subject areas. If you are authenticated and think you should have access to this title, please contact your librarian.


Further information

or login to access all content.