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This work is licensed under a Creative Commons Attribution-NonCommercial 4.0 International License
Article
Conceptualising Strategy-Making Through a Strategic Architecture Perspective
Author(s)
Marius Ungerer
Full-Text PDF
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DOI:10.17265/2328-2185/2019.03.001
Affiliation(s)
University of Stellenbosch Business School, Bellville, South Africa
ABSTRACT
The key argument of this
conceptual paper is that the roots of a viable future for an organisation are
found in a robust strategic architecture perspective. The theoretical baselines
for the concepts associated with this paper are linked to a variety of strategy
theories. These include, but are not restricted to, institutional theory,
strategic thinking relating to the positioning-based view (PBV) and
resource-based view (RBV) respectively, entrepreneurial thinking, and
innovation thinking. Strategy
can be described as the collective, emerging pattern—based on strategic choices—an organisation consciously exhibits and executes over
time to ensure its sustainable endurance by differentiating itself in unique
ways to create and add value for stakeholders. Strategy is about explaining how
an organisation wants to move forward and how it wants to advance the interests
of stakeholders. A strategic landscape is the broad external and internal
context of an organisation. An important part of strategy and the strategic
landscape it operates in is how organisations define or “construct” their own “topography” or strategic
architecture. A strategic architecture presents an organisation’s core logic
for creating sustainable value, and therefore, forms the foundation of an organisation’s competitive
potential in a specific context. This paper presents descriptions of the seven key
buildings blocks that constitute a strategic architecture perspective for an
organisation with an indication of strategy tools and frameworks that can be
used to illuminate strategic possibilities, choices, and challenges to assist
ongoing strategising praxis. The key features and assumptions associated with a
strategic architecture perspective are discussed.
A strategic architecture perspective assists leaders
to work through the strategic complexity to arrive at simplicity in the form of
clarity on external and internal strategic leverages, strategic aspirations,
core strategic choices, plausible multiple scenarios, focused strategic goals,
and success measurements to guide strategy execution and ongoing strategy
renewal and innovations for proactive strategic decision-making through various
dialogues with key stakeholders.
KEYWORDS
business model, stakeholders, strategic architecture, strategy, strategising
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