Question one
Strategic style refers to the approach employed by companies to ensure that the decisions made will result in competitive advantage, uninterrupted business operations, and high market share (Reeves, 2012). The strategic style ensures that the organization considers a market environment that has the power to change.
Question two
Strategic style is concerned with how top management levels in an organization come up with ways the strategic decisions are made. On the other hand, strategic leadership is actually concerned with making decisions that will improve organization’s chief functions operations and its escalation opportunities (Becker, 2019). The strategic style looks at the broader picture of what the organization should attain by implementing certain decisions. Strategic leadership involves the implementation of decisions made to achieve set goals and objectives.
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Question three
The strategic style has a direct influence on strategic leadership. Strategic style designs how the decision making process to be employed by the top management level within the organization. This, in turn, provides strategic leadership with the means with which it must follow in making decisions. Strategic style guides strategic leadership to make viable decisions that will guarantee the achievement of set objectives and goals (Nijkamp, 2016). This affirms that the success of strategic leadership is reliable on the strategic style that is chosen by the organization.
Question four
Linear strategic dynamics will result in improved performance by the organization due to competitive advantage and minimal interference from market forces. Since linear strategic dynamics is easy to understand and predict, the organization will gather the necessary resources to realize its mission, goals, and objectives (Goulielmos, 2018). Linear strategic dynamics ascertains that there is a direct relationship between performance and strategic planning. The organization will be in a position to predict the prevailing changes in the market and respond to them appropriately. The output might be more or equal to input as the organization ensures that resources are utilized to produce maximum results.
Question five
Nonlinear strategic dynamics will result in improved or reduced performance depending on the capability of the organization to withstand the prevailing market forces. An organization able to cope with changed rules of the game will survive and improve its overall performance in the market. The disadvantaged organization affected negatively by the changed rules of the game in the market will experience a decline in performance. An advantaged organization will achieve a higher output level than the input level, while the disadvantaged firm will realize lower output compared to input.
Question six
Organizational inertia affects the corporation's response to nonlinear strategic dynamics negatively. Inertia makes the organization to get locked into its product- market environment and, thus, limiting its entry into the developing market. The inertia concept confines the organization to its particular product, and it will be unable to explore and identify new viable opportunities that are indirectly related to it (Burgelman & Grove, 2007). This limits the longevity of the organization in the market.
Question seven
Intel managed DRAM through the autonomous strategy process. This process ensured that Intel took advantage of available business opportunities. The new market segment of electronic calculators and other applications provided Intel with the chance to produce semiconductor memory products. This pioneered Intel's distinctive competences, which it utilized to outdo DRAM. P-independent is whereby a small firm exits the more prominent organization to start and run its business activities.
Question eight
Intel managed the OEMs by insisting that it becomes its sole source supplier. This enabled Intel to maintain a balance of power between the OEMs customers and competitors. Becoming a sole supplier was the rule changing strategic that made Intel influence the industry. P-controlled is the situation whereby one organization gives away its product designs to the competitor through the second-source agreements.
References
Becker, B. (2019). The 8 most common leadership styles & how to find your own. Hub Spot. Retrieved from https://blog.hubspot.com/marketing/leadership-styles
Burgelman, A., R., & Grove, S. A. (2007). Let chaos rein, then rein in chaos-repeatedly: Managing strategic dynamics for corporate longevity. Strategic Management Journal, 28 , 965 – 979. DOI: 10.1002/sm.
Goulielmos, A. (2018) Linear and nonlinear strategic management: With applications to shipping. Modern Economy , 9 , 97-124. doi: 10.4236/me.2018.91007 .
Nijkamp, Y. (2016). Leadership styles and strategy process research. Universiteit Twente. 1-88. Retrieved from https://essay.utwente.nl/71513/1/Nijkamp_MA_BMS.pdf .
Reeves, M. (2012, September 20). Know which strategy style is right for your organization. Harvard Business Review. Retrieved from https://hbr.org/2012/09/know-which-strategy-style-is.
