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Henry Mintzberg (1978) made a distinction between deliberate strategy and emergent strategy. Emergent strategy originates not in the mind of the strategist, but in the interaction of the organization with its environment. He claims that emergent strategies tend to exhibit a type of convergence in which ideas and actions from multiple sources ...
Strategy can be planned (intended) or can be observed as a pattern of activity (emergent) as the organization adapts to its environment or competes in the market. Strategy includes processes of formulation and implementation; strategic planning helps coordinate both.
Involves both strategy formulation processes and also implementation of the content of the strategy; May be planned (intended) or unplanned (emergent); these may differ from each other and also from the realized strategy which results from them (Chaffee, p. 89)
Strategy as pattern – a consistent pattern of past behavior, with a strategy realized over time rather than planned or intended. Where the realized pattern was different from the intent, he referred to the strategy as emergent ;
Emergent gameplay can arise from a game's AI performing actions or creating effects unexpected by even the software developers. This may be by either a software glitch , the game working normally but producing unexpected results when played in an abnormal way or software that allows for AI development; for example the unplanned genetic diseases ...
Given that strategic resources represent a complex network of inter-related assets and capabilities, organisations can adopt many possible competitive positions. Although scholars debate the precise categories of competitive positions that are used, there is general agreement, within the literature, that the resource-based view is much more ...
Proposition 3: A strategy consists of a basic direction and a broad path. Proposition 4: A strategy can be deconstructed into elements. Proposition 5: Each of the individual components of a strategy's broad path (i.e., each of its essential thrusts) is a single coherent concept directly addressing the delivery of the basic direction.
The Strategy Paradox is a business strategy book by author Michael E. Raynor, who is the Distinguished Fellow with Deloitte Research. The Strategy Paradox was published in 2007 by Currency/Doubleday. It was named a top ten book of 2007 by BusinessWeek, [1] and a top five strategy book of 2007 by Strategy+Business. [2]