Deliberate and Emergent Strategies
Deliberate strategy involves a management plan of ensuring that a company attain its intend long-term and immediate goals and objectives. Deliberate strategy defines the manner in which all businesses implement their plans to attain their goals. The strategy is also useful in highlighting the nature of the organization profit objectives. A deliberate strategy also attempts to reduce external influence on business operations. Contrary, emergent strategy applies in an organization that does not have goals and missions. A good number of modern businesses prefer emergent strategy in order to be flexible to emerging economic changes. Emergent strategy helps future strategic planning process by predicting future economic changes. The strategy also offers policy makers an opportunity of learning new things. The ignorance of emergent strategies could hinder the development of predictable behaviors in an organization. Lack of predictable behavior patterns may interfere with the effective operation of an organization (De Wit and Meyer, 1999).
The two common international strategies in the modern economy are adaptation and standardization strategies. Similar to standardization strategy, the adaptation strategy helps in the expansion of businesses in the international market. The two strategies are also critical in reducing unnecessary operation and management cost while expanding in new markets. However, contrary to standardization expansion strategy, the adaptation initiative requires changes on the company products (Nag, Hambrick, & Chen, 2007). In most instances, a company that relies on standardization strategy does not require to make any changes to the quality and status of its products. However, to fit in a new culture, adaptation mechanism demands of the alteration of the company’s services and products. The most efficient strategy to adopt when expanding business to the international market is standardization mechanism. A standardization strategy gives the expanding business an opportunity of fixing the prices of its products. Furthermore, organizations that rely on standardization strategy do not experience the cost of changing the quality of their products and services.
De Wit, B and Meyer, R (1999), Strategy Synthesis: Resolving Strategy Paradoxes to Create Competitive Advantage, London: International Thomson Press
Nag, R., Hambrick, & Chen, M. (2007), what is strategic management, really: Inductive derivation of a consensus definition of the field, Strategic Management Journal 28 (9), 935–955
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