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Unformatted text preview: e perceptions, if negative, will inhibit any strategic intent from
top management. Our framework sets the grounds for these possible negative perceptions to
appear. In particular, the co-opted legitimizing mechanism sets an instance in which
differences of perception may arise and be solved in order to enhance commitment. If “there
is a need to seek strategies that are both competitively effective and capable of getting
organizational commitment (Guth and MacMillan, 1986: 321)”, the legitimation mechanism
serves to test the organizational process where initiatives will be installed, in addition to the
competitive character of a particular strategic objective. 21 The process focus is at least as useful for the strategic management level of the
organization as is the content focus (McGrath et al., 1995). In an attempt to develop a
process-centered paradigm for competence development, these authors identified two
constructs to build their model, deftness and comprehension. Comprehension involves the
process through which those involved in pursuing an initiative come to understand what
combination of resources will allow them to achieve their objectives. Deftness is the set of
working relationships which allows those responsible for the initiative to execute it
effectively, in the light of comprehension. Comprehension leads to deftness, which in turn
leads to competence (McGrath et al., 1995). This sequence is reflected in the model
presented here. In our view, organizational members who scratch on the strategic initiatives,
looking for feasibility, seek comprehension. Then, as the interplay with higher levels
develops, deftness is created, and only if it is obtained can these conditions generate a
specific competence, resonating with legitimation. However, we present the model as guided
by what McGrath et al. (1995) call the strategic management level. Hence, the generation of
comprehension and deftness is not random, but driven by conscious adaptation to generate
competence. It is guided by the strategic intent.
The evidence from this study confirms the findings of others, namely that strategy as
a guide, and its internalization by organizational members, is desirable in companies. For
Bartlett and Ghoshal (1993), shared norms and values that shape the way individual
managers think and act help to maintain organizational coherence in the face of increasing
complexity and uncertainty. For Lovas and Ghoshal (2000), the guiding character of strategy
is a key way to achieve coherence. Similarly, for Masifern and Vilà (1998), strategy guides
daily action if coherence is achieved through a shared framework in the minds of managers.
Evidence from RACC indicates that participative practices enhance strategy-making value by
strengthening the guiding character of strategy and shaping managerial action. More work
needs to be done, not only towards understanding the guiding character of strategy, but also
regarding the value and extent of participation in building this guiding character. Likewise,
results of the...
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This document was uploaded on 02/26/2014 for the course BUSINESS Human reso at Silliman Institute.
- Spring '14