Strategic Administration Analysis

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This competitive scenario eventually makes an attractive market for the organizations that like challenges and do not fear to use their creativity to develop the best strategies to beat their competitors and maintain their longevity in the market (ANSOFF; MCDONNEL, 1993). The strategic administration, as we know it today, was constituted in the middle of the 1980s. Although its embryo dates from the 1960s, it is a relatively new field within the administration. However, the field has only been seriously studied as from the 80s (MINTZBERG et al, 2006). Along the time, the organizations adapted the strategic military planning to the marketing context. Its main characteristic was to surprise the competitor, aiming at the victory. In this way,…show more content…
It means that understanding of strategy falls upon so many standpoints that, along the time, they have been distributed among several different schools (MINTZBERG; AHLSTRAND; LAMPEL, 2000). Strategic Administration, during its conceptualization stage, was influenced by Taylor (1947), Barnard (1938), Simon (1947) and Selznick (1957), and by theories of Economic Organization and Bureaucracy. In the 1960s, an increasing number of authors participated in the construction of this line of research. As an example, we can cite Alfred Chandler, Igor Ansoff and Kenneth Andrews. (FURRER; THOMAS; GOUSSEVSKAIA, 2008). Since the 1970s the field began to shape its own characteristics. Strategic Administration as a field of studies split between the approach of the descriptive studies on how the strategies are formed and implemented; and on the organizational development, aimed at the exterior and interested in a structural approach, with a substantial application of case studies as a methodology of analysis and scientific construction (FURRER; THOMAS; GOUSSEVSKAIA,…show more content…
Schumpeter, Winter, Nelson and Penrose can be pointed out as the pioneers in these studies. The core of the researches in RBV would be to identify the intrinsic resources in an organization, and how these resources could generate a sustainable competitive advantage along the time. Thus, to better understand the RBV, we must have very well defined what and which those resources are. Jay Barney (1991) explains that by ‘resources of an organization’ we understand all the attributes that qualify it, helping to define and implant strategies. So, ‘resource’ is considered something very broad in meaning, something not restricted to materiality, but personal and intangible as well. The RBV is also linked to the understanding of the dynamics’ capacities, collaborating with the theoretical improvement that concerns the competences and practices resulting from the organizational strategies. The latter would give the RBV a better capacity to confront the external environment through the mobilization of internal resources. (EISENHARDT; MARTIN, 2000). In this way, the paradigm that comprises the strategy from an endogenous-exogenous point of view can be considered one of the great schools of the business strategy

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