Identity and Strategy
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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.
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Chapter 8: Conclusions

Olaf G. Rughase

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8. Conclusions This book has had one main goal: to propose a practical design for a strategy making process that can help organizations evolve creative market strategies that are desired and attainable in the eyes of organizational members. To reach that goal, the concept of organizational identity was linked to strategy, because a growing body of empirical evidence points towards significant impacts of identity on organizations and the results that organizations do and do not achieve. Reconsidering strategy making with regard to these findings has led to important insights about new requirements for strategy making. Identity provides a new starting point for designing the strategy making process and is used as a standard for measuring process outcomes. Finally, a facilitator-guided strategy making process has been designed which methodologically integrates the concept of desired organizational identity and its significant impacts. As the JOURNAL case has shown in practice, this process can help organizations to evolve desired and attainable strategies that also have creative potential. Trying to integrate the aspirations, feelings, beliefs or values of organizational members into a strategy making process raises the fundamental question of how to weigh and balance value-laden factors with rational and analytical factors. Remember Abell (1980, p. 18) who put the weighing and balancing of Andrews’s four factors at the very heart of strategy making. In the end, this fundamental balance is located along a theoretical continuum between two extremes. One extreme is represented by the rational mind-set that considers the optimal economic strategy...

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