 REVIEW ON: COMPANY STRATEGIC COMPETITIVE POWERDharmawaty Djaharuddin No dkw3e, INA-Rxiv from Center for Open Science Abstract: In an organization there is a purpose that terikikulasi as well as the mechanism set to achieve that goal. Effective organizations can create and maintain a viable market for their products. Conversely, ineffective organizations will fail in selfdetermination in the marketplace. Organizations must continually modify and improve mechanisms to achieve their objectives by reorganizing the role structure and relationships and their decision-making and control processes. Efficient organizations establish mechanisms that can support their market strategy, otherwise inefficient organizations will continue to experience difficulties in terms of their mechanisms and processes. Strategies can be identified on the basis of most elements of the organization's orientation to market product development. Miles and Sow's (1978) argue that there are four types of strategies (prospectors, defenders, analyzers, reactors) and their correlations, not processes used to formulate and implement strategies (Snow & Hambrick, 1980). Choosing the strategy used is not an easy thing for a company because it must see every change that occurs from within the environment and from other terms such as the type of product offered, the target market, competitors. Miles and Snow (1978) typology of generic strategies including prospectors, defenders, analyzers, and reactors. Prospectors focus on innovation, creating new markets and imposing uncertain environments (Miles and Snow, 1986). Defenders, emphasizing cost control in a stable environment, concentrate on their innovative efforts on process issues. analyzer builds a solid foundation in efficiency but continues to pursue incremental innovation through flexibility. reactors late to change often late and usually perform below the industry average (Brunk, 2003). This study aims to: (1) understand adaptive cyle of the organization to its environment, (2) to explain the alternative forms of adaptive behavioral strategic types, (3) to diagnose the relationship between the organization and its environment that utilizes the existing cycle, (4) to increase the attention or concern over the extent of the diagnosis organizational success and change the direction of the manager's theory of how people can and should manage, (5) create a conceptual basis for testing organizational change. Date: 2018-06-24 Downloads: (external link) Related works: Export reference: BibTeX RIS (EndNote, ProCite, RefMan) HTML/Text Persistent link: https://EconPapers.repec.org/RePEc:osf:inarxi:dkw3e Access Statistics for this paper More papers in INA-Rxiv from Center for Open Science |
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