Philosophy Of Strategic Management

Abstract

With the spread and development of non-governmental organizations around the world, dealing and managing these organizations turned to be a big challenge. One of the approaches that non-governmental organizations need in order to enhance their capabilities and to sustain their commitment toward communities is strategic management. It has been stressed by many scholars that if these organizations would like to be sustainable, they have to give an importance to strategy since it represents the most critical task of these organizations.

It is uncontroversial that the major part of the scientific contributions in strategic management was heavily focused on the business sector. For this reason, the aim of this paper is to provide, on

It is a mechanism that helps organizations to conduct a better performance, because it allocates resources toward achieving an organization’s ultimate objectives (Olsen, 2007). Also, Bryson (1995) stressed that strategic management enhances the process of individuals operating together, creates a forum for discussing why an organization exists and how shared values impact decisions and encourage fruitful correspondence and cooperation among directors and employees. As for Smith (1994), the concept of strategy is considered as a viable management device utilized in fortifying an organization performance through systematic strategy formulation and implementation. Strategic management assists organizations to plan and execute strategies that play the role in attaining their aspirations and goals (Rowe et al.,

In this paper we view strategic management as integrated and interrelated stages. Since we consider strategic management as a process, it is important to define what a process does mean and what implications it has on strategic management. A process is a stream of information made out of interrelated stages of analysis so as to fulfill an objective. In a strategic management process, this flow of information includes past, present and forecast data on the environment of an organization (Bowman and Asch, 1987; Thompson and Strickland, 2003; Kumar, 2010).

Viewing strategic management as a group of interrelated steps has three essential implications. First, a change in any component of a stage will impact several or all of the alternate components (Thompson and Strickland, 2003; Wheelen and Hunger, 2006; David, 2009). For instance, the flow of information is usually reciprocal, in the sense that factors in the external environment may affect the nature of an organization’s mission, objectives and