DSpace at Khazar University
DSpace at Khazar University
DSpace at Khazar University
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Lindsay and Rue hypothesized th<strong>at</strong> str<strong>at</strong>egy-evalu<strong>at</strong>ion activities would be<br />
conducted more frequently as environmental complexity and instability increased.<br />
However, the researchers found a surprising inverse rel<strong>at</strong>ionship between "planning<br />
review frequency" and organiz<strong>at</strong>ional environment. Top managers in dynamic<br />
environments performed str<strong>at</strong>egy-evalu<strong>at</strong>ion activities less frequently than those in<br />
stable environments. Lindsay and Rue concluded th<strong>at</strong> forecasting is more difficult under<br />
complex and unstable environmental conditions, so str<strong>at</strong>egists may see less need for<br />
frequent evalu<strong>at</strong>ion of their long- range plans. Evidence for this conclusion was stronger<br />
for large firms than for small ones.<br />
M<strong>at</strong>rix should indic<strong>at</strong>e how effective a firm's str<strong>at</strong>egies have been in response to<br />
key opportunities and thre<strong>at</strong>s. This analysis could also address such questions as<br />
a. How have competitors reacted to our str<strong>at</strong>egies?<br />
b. How have competitors' str<strong>at</strong>egies changed?<br />
c. Have major competitions making certain str<strong>at</strong>egic changes?<br />
d. Why are competitors making certain str<strong>at</strong>egic changes?<br />
e. Why are some competitions' str<strong>at</strong>egies more successful than others?<br />
f. How far can our major competitors be pushed before retali<strong>at</strong>ing?<br />
g. How far can our major competitors be pushed before retali<strong>at</strong>ing?<br />
h. How could we more effectively cooper<strong>at</strong>e with our competitors?<br />
Numerous external and internal factors can prohibit firms from achieving longterm<br />
and annual objectives. Externally, actions by competitors, changes in demand,<br />
changes in technology, economic changes, demographic shifts, and governmental<br />
actions may prohibit objectives from being accomplished. Internally, ineffective<br />
str<strong>at</strong>egies may have been chosen, or implement<strong>at</strong>ion activities may have been poor.<br />
Objectives may have been too optimistic. Thus, failure to achieve objectives may not be<br />
the result of uns<strong>at</strong>isfactory work by managers and employees. All organiz<strong>at</strong>ional<br />
members need to know this to encourage their support for str<strong>at</strong>egy-evalu<strong>at</strong>ion activities.<br />
Organiz<strong>at</strong>ions desper<strong>at</strong>ely need to know as soon as possible when their str<strong>at</strong>egies are not<br />
effective. Sometimes managers and employees on the "front line" discover this well<br />
before str<strong>at</strong>egists.<br />
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