21 Aug Minimum of 250 words in the body Minimum of 2 sources from the
Minimum of 250 words in the body Minimum of 2 sources from the literature in addition to course texts
Content must include:
Summary of the author’s Main Thread – no less than 125 words What you agreed with, did not agree with and why – no less than 125 words
Internal Environment
This forum post intends to evaluate corporate internal resources, capabilities, and competitiveness as a process while discussing key strategic thinking sources as powers or weaknesses. After the evaluation and discussion, correlating decision models matching the results will be considered and determined whether the selected model aids or hinders the process or strategic thinking. This post will draw a conclusion based on the evaluation and discussion with the chosen decision model assigned to provide a summary of the findings. To validate the research, an annotated bibliography of two additional literary sources with a summary of key points, an evaluation of the quality of the publication, and an evaluation of the quality of the author(s) ending with a mention of where these sources fit into the discussion.
Process: Evaluating the Internal Environment
Prajogo (2016) showed the effect of product innovation on business performance could be strengthened with dynamic environments while weakening the impact of product innovation on business performance. Competitive environments create a paradox by also strengthening the effect of process innovation on business performance. Prajogo (2016) demonstrated there is a strategic fit between dynamism and product innovation strategy while indicating there is also a fit between competitiveness and process innovation strategy with the contrast of competitiveness also shows a strategic mismatch with product innovation. Gamble, Peteraf, and Thompson (2019) posited the competitive power of a resource or capability as a competitive advantage could be measured by testing whether it is valuable, rare, inimitable, or nonsubstitutable, known as the VRIN tests.
To pursue future market opportunities, a company is required to have a dynamic, evolving portfolio of resources and capabilities to sustain its competitiveness and position (Gamble et al., 2019). Inertia, in a business sense, refers to an organizations unwillingness or inability to adapt to changing circumstances (Rumelt, 2011). Cuthbertson, Furseth, and Ezell (2015) compared Kodak to Xerox where Kodak introduced a copier business in 1976 that briefly competed with Xerox, they were not direct competitors, while offering a story of two product-centric companies where Xerox survived and proved able to adapt to the digital age by transitioning its business model to a more service-oriented one, while Kodak could not (Cuthbertson et al., 2015).
Strategic Thinking: Discussion of a Key Source of Power
Leverage is a source of power used to establish advantage free of context without roots in the mechanics of business, industry, or situation by blending anticipation, situational insight, and concentration into a focused effort to create a competitive advantage (Rumelt, 2011). In management, complex nonlinear problems cannot be decomposed into several simpler problems and solved sequentially since that approach changes the nature of the problem (Senge, 1991). Senge (1991) created a metaphor to explain leverage by saying sometimes people will divide the preverbal elephant in half believing they will get two small elephants, when in fact, they create a mess. The mess is a complicated problem where there is no leverage to be found, as the leverage lies in interactions which cannot be seen from looking only at the piece of the two being held. The nonlinear thinking model should be a component of the strategic thinking spectrum (Senge, 1991).
Keller (2012) suggests thinking of the gospel as a pair of glasses in which to view everything else in the world, where Christian artists are not wholly beholden to either profit or naked self-expression when in faith, they tell their wide range of stories. As the new business environment becomes more turbulent with rapid and unpredictable changes, Brătianu (2015) suggests companies should develop a strategic management framework able to search into the future, while constructing a strategy for achieving a competitive advantage. He furthers, the suggestion observation operational management focuses only on present issues, and maximization of profit is not able to investigate the future to anticipate market dynamics. The core of achieving a competitive advantage is strategic thinking (Brătianu, 2015). “And the LORD answered me, and said, Write the vision, and make it plain upon tables, that he may run that readeth it” (Habakkuk 2:2, GNV).
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