| dc.description.abstract | The premise of this conceptual paper was an assessment of the elements of strategy, structure and resources, with a view of identifying commonly occurring clusters among them. There have been several prominent studies on strategy, structure and resources. Strategy is still considered a complex concept in definition, origin, content, process and models. There are several strategy models that have gained acceptance in extant strategic management literature, namely Miles and Snow typology, Porter's generic strategies and the emergent strategy model of Mintzberg and Waters.
Structure has become prominent among organizational elements that explain firm behavior. Structures are seen in terms of task designs, relationships and market settings. The Resource based view of the firm has recently become a key focus of studies and scholars have concurred in explaining firms in terms of their resources and capabilities.
The paper highlighted that firms consider a range of structures and goal clusters of interest, in the realm of their resource capability so as to formulate enduring strategies. However, the debate on strategy, structure and resources, and configurations among them is still going on. Scholars have generally concurred on the relationship of these elements with performance and the moderating effect of firm environment. There are possible configurations as may be influenced by organizational environment.
The review has enabled us to note emerging issues, namely that more theorizing has been done with less empirical reaffirmations, analytical studies on configurations are required, tests of firm behavior in other contexts like the public sector and nonprofit organizations and subjecting various ideas on the behavior of strategy, structure and resources to more scholarly scrutiny. These insights and unresolved questions can lend conceptualization of models to extend the debate on the future of strategic management. | en_US |
