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Whittingtons Four Perspectives On Strategy (Classical (Why? (Profit…
Whittingtons Four Perspectives
On Strategy
Classical
Why?
Profit Maximisation
How?
Rational
Deliberate
Top down planning precedes implementation
Who?
Managers acting rationally to achieve economic aims
So What?
Analyse, choose and implement strategy in order to create sustainable competitive advantage
Evolutionary
How?
Comes through being adopted by the market rather than adapting
Who?
The market decides: managers can only go along with it
Why?
Survival of the fittest
So What?
Concentrate on efficiency and accept that competitive advantage is only temporar
Launch as many small initiatives as possible in the hope that some will succeed
Processual
How?
Strategies are not chosen they are programmed
Strategies act as a rule of thumb for managers
Implementation precedes strategy
Who?
Managers make sense (gradually) of changing markets through bounded rationality, and engage in the micro-politics of organisational bargaining
Why?
Survival, not necessarily of the fittest (satisficing)
So What?
Be realistic – concentrate on implementation, exploit imperfect markets, be flexible and cultivate what you are good at
Systemic
Who?
Managers making choices, but guided by local normals
So What?
Be sensible - realise what resources the system makes available to you, and understand your competition from social and cultural perspectives
How?
Managers go through the motions to decide what is necessary to fulfill local expectations of what strategy requires
Why?
Being successful according to local norms