ORGANIZATION AND STRATEGY: PREFERENCES OF THE STRATEGIST OR IMPERATIVE FOR SUCESS

Detalhes bibliográficos
Autor(a) principal: Hernández, José G . Vargas
Data de Publicação: 2008
Tipo de documento: Artigo
Idioma: por
eng
spa
Título da fonte: RAM. Revista de Administração Mackenzie
Texto Completo: https://editorarevistas.mackenzie.br/index.php/RAM/article/view/44
Resumo: The objective of this paper is to analyze the transformation processes in strategy formulation in relation to the evolution of the organization. It is determined that strategic thinking and strategy formulation has been a unique privilege of top management until the 70’s when the context was characterized by being more or less stable, in which the comparative advantages were sufficient to achieve the organization’s success starting from the role of traditional management. However, when the competitive environment changes due to the turbulence phenomena, with more complexity and turbulence, top management of organizations must respond to increasing demands imposed by the new social and economic conditions. And through a continuous process of innovation of all activities of the business to search for sustainable competitive advantages founded on intangible elements, specifically on the “knowledge” which is internalized in all the members of the organization. Thus, although strategic formulation is still faculty of top management, in some way it is influenced by other members of the organization.
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spelling ORGANIZATION AND STRATEGY: PREFERENCES OF THE STRATEGIST OR IMPERATIVE FOR SUCESSLA ORGANIZACIÓN Y LA ESTRATEGIA: PREFERENCIAS DEL ESTRATEGA O IMPERATIVO PARA EL ÉXITOLa organización y la estrategia: preferencias del estratega o imperativo para el éxitoTransformación estratégicaOrganizaciónAlta direcciónFormulación de estrategiasVentaja competitivaConocimiento.The objective of this paper is to analyze the transformation processes in strategy formulation in relation to the evolution of the organization. It is determined that strategic thinking and strategy formulation has been a unique privilege of top management until the 70’s when the context was characterized by being more or less stable, in which the comparative advantages were sufficient to achieve the organization’s success starting from the role of traditional management. However, when the competitive environment changes due to the turbulence phenomena, with more complexity and turbulence, top management of organizations must respond to increasing demands imposed by the new social and economic conditions. And through a continuous process of innovation of all activities of the business to search for sustainable competitive advantages founded on intangible elements, specifically on the “knowledge” which is internalized in all the members of the organization. Thus, although strategic formulation is still faculty of top management, in some way it is influenced by other members of the organization.El objetivo de este trabajo es analizar la transformación de los procesos en la formulación de estrategias con relación a la evolución de la organización. Se determina que el pensamiento estratégico y la formulación de la estrategia ha sido privilegio único de la alta dirección hasta los 70’s, cuando el contexto se caracterizó por ser más o menos estable, en el que las ventajas comparativas eran suficientes para alcanzar el éxito de la organización a partir de la función del management tradicional. Sin embargo, al cambiar el medio ambiente competitivo por el fenómeno de la “turbulencia”, con mayor complejidad e incertidumbre, la alta dirección de las organizaciones debe responder a crecientes demandas impuestas por las nuevas condiciones económicas y sociales. Y mediante un proceso continuo de innovación de todas las actividades de la empresa buscar ventajas competitivas sostenibles fundadas en elementos intangibles especialmente, en el “conocimiento”, el cual está interiorizado en todos los miembros de la organización. Por lo tanto, aunque la formulación de la estrategia sigue siendo facultad de la alta dirección, de alguna manera es influida por los demás integrantes de la organización.El objetivo de este trabajo es analizar la transformación de los procesos en la formulación de estrategias con relación a la evolución de la organización. Se determina que el pensamiento estratégico y la formulación de la estrategia ha sido privilegio único de la alta dirección hasta los 70's, cuando el contexto se caracterizo por ser más o menos estable, en el que las ventajas comparativas eran suficientes para alcanzar el éxito de la organización a partir de la función del management tradicional. Sin embargo, al cambiar el medio ambiente competitivo por el fenómeno de la "turbulencia", con mayor complejidad e incertidumbre, la alta dirección de lãs organizaciones debe responder a crecientes demandas impuestas por las nuevas condiciones económicas y sociales. Y mediante un proceso continuo de innovación de todas las actividades de la empresa buscar ventajas competitivas sostenibles fundadas en elementos intangibles especialmente, en el "conocimiento", El cual está interiorizado en todos los miembros de la organización. Por lo tanto, aunque la formulación de la estrategia sigue siendo facultad de la alta dirección, de alguna manera es influida por los demás integrantes de la organización.Editora Mackenzie2008-07-21info:eu-repo/semantics/articleinfo:eu-repo/semantics/publishedVersionapplication/pdfapplication/pdfapplication/pdfhttps://editorarevistas.mackenzie.br/index.php/RAM/article/view/44Revista de Administração Mackenzie; Vol. 4 No. 2 (2003)Revista de Administração Mackenzie; Vol. 4 Núm. 2 (2003)Revista de Administração Mackenzie (Mackenzie Management Review); v. 4 n. 2 (2003)1678-69711518-6776reponame:RAM. Revista de Administração Mackenzieinstname:Universidade Presbiteriana Mackenzie (MACKENZIE)instacron:MACKENZIEporengspahttps://editorarevistas.mackenzie.br/index.php/RAM/article/view/44/44https://editorarevistas.mackenzie.br/index.php/RAM/article/view/44/2044https://editorarevistas.mackenzie.br/index.php/RAM/article/view/44/2045Copyright (c) 2015 Revista de Administração Mackenzieinfo:eu-repo/semantics/openAccessHernández, José G . Vargas2011-01-14T18:46:10Zoai:ojs.editorarevistas.mackenzie.br:article/44Revistahttps://editorarevistas.mackenzie.br/index.php/RAM/PUBhttps://editorarevistas.mackenzie.br/index.php/RAM/oairevista.adm@mackenzie.br1678-69711518-6776opendoar:2024-04-19T17:00:23.785859RAM. Revista de Administração Mackenzie - Universidade Presbiteriana Mackenzie (MACKENZIE)false
dc.title.none.fl_str_mv ORGANIZATION AND STRATEGY: PREFERENCES OF THE STRATEGIST OR IMPERATIVE FOR SUCESS
LA ORGANIZACIÓN Y LA ESTRATEGIA: PREFERENCIAS DEL ESTRATEGA O IMPERATIVO PARA EL ÉXITO
La organización y la estrategia: preferencias del estratega o imperativo para el éxito
title ORGANIZATION AND STRATEGY: PREFERENCES OF THE STRATEGIST OR IMPERATIVE FOR SUCESS
spellingShingle ORGANIZATION AND STRATEGY: PREFERENCES OF THE STRATEGIST OR IMPERATIVE FOR SUCESS
Hernández, José G . Vargas
Transformación estratégica
Organización
Alta dirección
Formulación de estrategias
Ventaja competitiva
Conocimiento.
title_short ORGANIZATION AND STRATEGY: PREFERENCES OF THE STRATEGIST OR IMPERATIVE FOR SUCESS
title_full ORGANIZATION AND STRATEGY: PREFERENCES OF THE STRATEGIST OR IMPERATIVE FOR SUCESS
title_fullStr ORGANIZATION AND STRATEGY: PREFERENCES OF THE STRATEGIST OR IMPERATIVE FOR SUCESS
title_full_unstemmed ORGANIZATION AND STRATEGY: PREFERENCES OF THE STRATEGIST OR IMPERATIVE FOR SUCESS
title_sort ORGANIZATION AND STRATEGY: PREFERENCES OF THE STRATEGIST OR IMPERATIVE FOR SUCESS
author Hernández, José G . Vargas
author_facet Hernández, José G . Vargas
author_role author
dc.contributor.author.fl_str_mv Hernández, José G . Vargas
dc.subject.por.fl_str_mv Transformación estratégica
Organización
Alta dirección
Formulación de estrategias
Ventaja competitiva
Conocimiento.
topic Transformación estratégica
Organización
Alta dirección
Formulación de estrategias
Ventaja competitiva
Conocimiento.
description The objective of this paper is to analyze the transformation processes in strategy formulation in relation to the evolution of the organization. It is determined that strategic thinking and strategy formulation has been a unique privilege of top management until the 70’s when the context was characterized by being more or less stable, in which the comparative advantages were sufficient to achieve the organization’s success starting from the role of traditional management. However, when the competitive environment changes due to the turbulence phenomena, with more complexity and turbulence, top management of organizations must respond to increasing demands imposed by the new social and economic conditions. And through a continuous process of innovation of all activities of the business to search for sustainable competitive advantages founded on intangible elements, specifically on the “knowledge” which is internalized in all the members of the organization. Thus, although strategic formulation is still faculty of top management, in some way it is influenced by other members of the organization.
publishDate 2008
dc.date.none.fl_str_mv 2008-07-21
dc.type.driver.fl_str_mv info:eu-repo/semantics/article
info:eu-repo/semantics/publishedVersion
format article
status_str publishedVersion
dc.identifier.uri.fl_str_mv https://editorarevistas.mackenzie.br/index.php/RAM/article/view/44
url https://editorarevistas.mackenzie.br/index.php/RAM/article/view/44
dc.language.iso.fl_str_mv por
eng
spa
language por
eng
spa
dc.relation.none.fl_str_mv https://editorarevistas.mackenzie.br/index.php/RAM/article/view/44/44
https://editorarevistas.mackenzie.br/index.php/RAM/article/view/44/2044
https://editorarevistas.mackenzie.br/index.php/RAM/article/view/44/2045
dc.rights.driver.fl_str_mv Copyright (c) 2015 Revista de Administração Mackenzie
info:eu-repo/semantics/openAccess
rights_invalid_str_mv Copyright (c) 2015 Revista de Administração Mackenzie
eu_rights_str_mv openAccess
dc.format.none.fl_str_mv application/pdf
application/pdf
application/pdf
dc.publisher.none.fl_str_mv Editora Mackenzie
publisher.none.fl_str_mv Editora Mackenzie
dc.source.none.fl_str_mv Revista de Administração Mackenzie; Vol. 4 No. 2 (2003)
Revista de Administração Mackenzie; Vol. 4 Núm. 2 (2003)
Revista de Administração Mackenzie (Mackenzie Management Review); v. 4 n. 2 (2003)
1678-6971
1518-6776
reponame:RAM. Revista de Administração Mackenzie
instname:Universidade Presbiteriana Mackenzie (MACKENZIE)
instacron:MACKENZIE
instname_str Universidade Presbiteriana Mackenzie (MACKENZIE)
instacron_str MACKENZIE
institution MACKENZIE
reponame_str RAM. Revista de Administração Mackenzie
collection RAM. Revista de Administração Mackenzie
repository.name.fl_str_mv RAM. Revista de Administração Mackenzie - Universidade Presbiteriana Mackenzie (MACKENZIE)
repository.mail.fl_str_mv revista.adm@mackenzie.br
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