The successful organization in a hypercompetitive environment
is in a continuous state of aligning itself to its environment,
while simultaneously adapting its structure to its strategy
and maintaining a coherence of purpose. The study
presented here, and the propositions developed below, are a
first step in understanding the challenges faced by management
in a hypercompetitive environment and developing a
model of responses to such an environment. The case of Pepsi
Canada suggests that organizations which are successful in a
hypercompetitive environment should exhibit the following
characteristics. The mental schemas of top management
should incorporate the changes in the environment, which
manifest themselves in appropriate strategies. In other words,
the process of achieving fit between the strategy and the environment
can be facilitated or hampered by the mental schemas
prevailing within the organization. This leads to the following
propositions:
Proposition 1 To succeed in a hypercompetitive environment
a necessary condition is the ability
of top managers to identify the nature and
direction of changes that are taking place
in the environment. This should be reflected
in their interpretations of the environment
(i.e., their mental schemas).
Proposition la: If an organization's management has been
able to identify the changes occurring in
the environment, we would expect to find
it adapting its strategy to be better aligned
with the new environment.
This echoes one of the key principles underlying organizational
learning--key decisions should be made on the basis
of shared understanding of interrelationships and patterns of
change. Indeed the very mechanism of changing strategy to
achieve fit presumes that organizational learning is taking
place (Argyris and Schon, 1978).
The action taken to turn strategy into implementation is
The successful organization in a hypercompetitive environmentis in a continuous state of aligning itself to its environment,while simultaneously adapting its structure to its strategyand maintaining a coherence of purpose. The studypresented here, and the propositions developed below, are afirst step in understanding the challenges faced by managementin a hypercompetitive environment and developing amodel of responses to such an environment. The case of PepsiCanada suggests that organizations which are successful in ahypercompetitive environment should exhibit the followingcharacteristics. The mental schemas of top managementshould incorporate the changes in the environment, whichmanifest themselves in appropriate strategies. In other words,the process of achieving fit between the strategy and the environmentcan be facilitated or hampered by the mental schemasprevailing within the organization. This leads to the followingpropositions:Proposition 1 To succeed in a hypercompetitive environmenta necessary condition is the abilityof top managers to identify the nature anddirection of changes that are taking placein the environment. This should be reflectedin their interpretations of the environment(i.e., their mental schemas).Proposition la: If an organization's management has beenable to identify the changes occurring inthe environment, we would expect to findit adapting its strategy to be better alignedwith the new environment.This echoes one of the key principles underlying organizationallearning--key decisions should be made on the basisof shared understanding of interrelationships and patterns ofchange. Indeed the very mechanism of changing strategy toachieve fit presumes that organizational learning is takingplace (Argyris and Schon, 1978).The action taken to turn strategy into implementation is
การแปล กรุณารอสักครู่..