Strategy and EBHRM
Nature of strategy
HRM as a strategic function
EBM and Organizational learning
Aligning HRM strategies with corporate strategies – implications for evidencebased management practice
WHAT IS STRATEGY?
“Strategy is the great work of the organization. In situations of life or death, it is the Tao of survival or extinction. Its study cannot be neglected”. ( Sun Tzu, The Art of War,
“A strategy is the pattern or plan that integrates an organisation’s major goals, policies and action sequences into a cohesive whole.” (Quinn,1997)
STRATEGY LINKS THE
FIRM AND ITS ENVIRONMENT
Mission, Values, Vision
Resources & Capabilities
Structure, Systems &
STRATEGY FORMATION PERSPECTIVES
• Strategic planning perspective: strategies are deliberately planned and executed
• Strategic incrementalism perspective: strategies emerge from interpreting, sensemaking and imagining – strategy formation is essentially an innovation process
Without plans and objectives, organizations would be adrift.
Plans enable early commitment to a course of action.
Plans enable coordination of all strategic initiatives within a firm to cohesive pattern.
Plans facilitate optimal resource allocation. Programming
Plans enable programming organizational activities in advance.
Organizations must keep an open mind to grab unforeseen opportunities.
Organizations must keep their options open and not commit themselves too early.
The best way to find out what works is to give it a try.
Different people in the firm will have different ideas.
Getting things done in firms includes understanding political and cultural dynamics. SMALL GROUP DISCUSSION QUESTION
How would you expect approaches to collecting, interpreting, and applying research evidence to differ between firms pursuing planned and emergent strategies? • What different types of evidence-related problems might they encounter?
STRATEGY, EVIDENCE AND CHANGE
– Strategic plans and decisions need to be based on the best available evidence
– Collecting, interpreting and acting on the basis of the best available evidence typically requires widespread involvement and support across the organization
– Gaining support is frequently difficult where the strategy implies significant change ASSESSING READINESS FOR CHANGE
1. How significant and important do people believe the discrepancy is?
How meaningful or valued is the desired outcome?
Who is willing to take responsibility for the change?
What are the critical priorities for the key stakeholders?
2. Do people believe there are realistic opportunities available to close the gap? Is a solution possible at this time? 3. Is the capacity to implement change present and recognized? That is, do key change agents have sufficient skills, credibility and influence to initiate and manage change?
INNOVATION, DIFFUSION AND
ADOPTER CATEGORIES *
Early Adopters – Respect :
Opinion leaders who evaluate innovations; decrease their own uncertainty by adopting them and convey their opinions to nearpeers and others who respect their judgment
Early Majority – Deliberate
Take more time than early adopters to decide; do not like to lead; tend to follow early adopters
Late Majority – Sceptical
Cautious and sceptical; do not adopt until the majority of others in their organizational system have done so
Laggards – Traditional
Suspicious of change and change agents; adoption and use