Strategic Management Process Analysis

This assignment requires a critical analysis of the strategic management process. Students must examine the key elements involved, including goal setting, strategy formulation, and information gathering and analysis. The role of external and internal factors in shaping strategic decisions is also emphasized. Furthermore, students are expected to consider different theoretical perspectives on strategic management, particularly focusing on the economic rationale and its influence on organizational strategies.

ANALYSIS

Contents
Contents...........................................................................................................................................1
Article 1: Managing Family Businesses in Small Communities.....................................................2
Article 2: WHAT IS INTERNATIONAL STRATEGY RESEARCH AND WHAT IS NOT?.....4
Article 3: Strategy and Structure in International Multi-Business Groups......................................6
Article 4: International human resource management strategies of Chinese multinationals
operating abroad..............................................................................................................................8
Article 5: NEW PERSPECTIVES ON STRATEGIC MANAGEMENT PROCESS...................10

Article 1: Managing Family Businesses in Small Communities
1. Stating your own position
As per the analysis of the business clustering, there are different types of the management
strategies which needs to be handled with the personal and the business firm characteristics.
Here, it is considered that the successful business can help in enhancing the community
development at the rural and the small level through the activities like the manufacturing,
finance, transport, construction.
2. Stating the view of the author
According to the author:
Dr. Miller, she thinks that there are different problems a small business needs to face in the
metropolitan areas which are mainly relating to the management of the goods and services.
Ms. McLeod focus on the experiences of the people in the airline and mainly in the retail
industry. She has been focusing on the different problems people face in the social,
psychological and the cultural aspects of the business areas.
Dr. Oh focus on the problems of different areas which include how the elderly consumers must
handle the body image with the consumption behaviour as well.
3. Drawing a conclusion using the works of others
Considering the different management strategies, it is important for the business to focus on the
different behaviour of the managers. Here, the common characteristics are based on functions
that differ at different levels of participation. The analysis is depending on the purpose of study
which includes the family owned and managed business, with properly tracing the business

listings or the tax records. According to Gaskill et al., 1994., there is a major impact of the
operational planning on the small business systems which affect the development of practical
solutions. Here, it is important for the business to focus on motivating and evaluating the
workers to work on the different development centres. Sharma et al., (1997), highlights about the
different strategic management of the family business with the research and certain future
challenges. According to the analysis, it is seen that though all the business does not desire to
grow but most of them research for the opportunities that helps them to grow. This will help in
the orientation towards the growth and the family business turns with the lager operations over
the time.
4. Agreeing with the views of others or pointing out assumptions
I agree with the views of the other authors as well. Here, the people understand the complexities
of the family business or the small-scale business effectively. The managers work on the
problems which reflect the different types of the participation levels of strategy. The practices
are based on controlling and handling the organisation in an effective manner. Here, the
customer needs a proper assessment with the products or services that will help in defining a
better growth as well.
References
Sharma, P, J.F. Chrisman, and J.H. Chua, 1997. "Strategic Management of the Family Business:
Past Research and Future Challenges," Family Business Review 10(1), 1-35.
Gaskill, L.R., H. Van Auken, and H.-S. Kim, 1994. "Impact of Operational Planning on Small
Business Retail Performance," Journal of Small Business Strategy 5{1), 21-35.

Miller, N.J., McLeod, H. and Young Ob, K., 2001. Managing family businesses in small
communities. Journal of Small Business Management, 39(1), pp.73-87.
Article 2: WHAT IS INTERNATIONAL STRATEGY RESEARCH AND WHAT IS NOT?
1. Stating your own position
Considering the global strategy, the international strategy is about the activities of the economic
standards in relation to the governance of firms. Here, the basic aim is to focus on the risks,
uncertainty and the psychic distance that demands for the cultural distance, institutional distance
with more opportunities that comes from the diversity in knowledge.
2. Stating the view of the author
According to the author, international strategy is to understand the changes in the nature of
activities when they are compared to the domestic activities (Talman & Pederson, 2015). A
major misconception has been related to the actions and operations of the companies where the
industries need to face troubles related to the corruption in the legal system. Hence, the
international strategy research includes the activities, strategies, structures and the decision-
making processes. It does not include the domestic firms or their actions. There is no discussion
on the within-country comparative study of business processes or the organisational behaviour in
international strategy.
3. Drawing a conclusion using the works of others
According to Chang et al., 2010, the focus of the international business research includes the
common method variance which involves the disciplinary focused theory. Here, the
opportunities are set to build the understanding of boundaries and limits of business. It helps in

managing the long-range goals of the global Strategy research. The control variables are set with
the recognition that there are different reporting standards which vary from one country to the
other country.
Tallman & Pederson, 2011, focus on the global strategy which highlights the cross-border
considerations that are important to handle the empirical estimations in the strategy framework.
It includes the different levels of the firm that are defined to match with the acquisition and
alliance in an expansion. The strategy is set through the contextual aspects where the shift is
demanded in the dependent variables. Hence, the profitability needs to focus on the national or
the regional units with certain retention of employees.
4.Agreeing with the views of others or pointing out assumptions
I agree to the point of international strategy which includes the different decision-making
processes and the cross-border activities of the firms, in the international standards. Here, the
major impact is on the structural growth with decision making processes of the international
firms only. Here, the study focusses on the local business responses to corruption with the legal
system setup. The activities of MNE in or from the country vary with the monitoring of the
conceptual relationships where the comparisons are made between the business actions in
multiple countries. The study highlights about the comparative research proposals with
affirmations that are based on handling the firm performance and to match the standards which
related to the main effects, moderation or the mediating standards of the system entity.
References
Chang S-J, van Witteloostuijn A, Eden L. 2010. From the editors: common method variance in
international business research. Journal of International Business Studies 41: 178–184.

Tallman S, Pedersen T. 2011. The launch of Global Strategy Journal: comments from the
coeditors. Global Strategy Journal 1(1/2): 1–5.
Tallman, S. and Pedersen, T., 2015. What is international strategy research and what is
not?. Global Strategy Journal, 5(4), pp.273-277.
Article 3: Strategy and Structure in International Multi-Business Groups
1. Stating your own position
According to me, the strategy and structure is based on the global integration local
responsiveness which is defined irrespective of the long-time pattern. The understanding is about
how the different models are implied the multinational companies. Here, the strategy and
constructor are based on centralisation with the need to handle the decision-making processes
and planning the decentralisation of the operations. The research is also focused on the strong
relationship with diversification of the costs or performance. The issues are related to the
location and the distance where the markets and the consumer tastes need to be analysed so that
there is a proper understanding on maintaining the system planning and control of the local
managers.
2. Stating the view of the author
According to the view of author the focus is on the strategic business units which are dedicated
for the product or services which are scattered around. Here, the research is also about
addressing the limited number of potential contradictory conceptual frameworks which tends to
make use of the integration and responsiveness. To deal with the situations, there is a need to
work on the deconstruction of the notions of integration where the analysis is based on working
with the functional structure and the top management (Romelaer and Beddi, 2015). The models

are determined for the responsiveness grid that clarified the industries and then the strategies are
built based on the local responsiveness, global and the multi-focal standards. Here, the major
focus is on identifying the global and the country centred strategies which are set in combination
to the global and the local based patterns with efficiency and natural responsiveness.
3. Drawing a conclusion using the works of others
According to Elbanna & Child, (2007)., the major focus is on the impact of the decision,
environmental and the firm characteristics on the strategic decision-making rationality. Here the
model is related to planning and control, financial and the strategic standards.
Ghoshal et al., (1994), highlights about the inter-unit communication in the multinational
corporation. Here, the focus is on how the thinking is associate with the expansion of horizontal
linkages between MNC entities, with respect to the hierarchical positions. The common features
are based on realizing the network models that are important for the structural indeterminacy
approach. The learning influence holds the liability of foreignness which focus the liability of
outsider-ship.
4.Agreeing with the views of others or pointing out assumptions
There are assumptions based on the analysis of the research paper, which highlights about certain
limitations related to the I/R perspectives with the major concern on the information, interests
and the motivation. The disagreement concern is about the contention that the perspective of I/R
is powerful which applies to the level of national economy and the industrial growth. The cases
are defined through focusing on the local thinking which is opposite to the global thinking. The
views are related to partly emanate from the perspectives of I/R with the global vision and
knowledge. It is important for the models to highlight on the system management with the
collection of different units to learn and emphasise on coordinating activities.

References
Elbanna, S., and J. Child. 2007. “The Influence of Decision, Environmental and Firm
Characteristics on the Rationality of Strategic Decision-Making.” Journal of Management
Studies 44(4): 561–591.
Ghoshal, S.; H. Korine; and G. Szulanski. 1994. “Inter-unit Communication in Multinational
Corporations.” Management Science 40(1): 96–110
Romelaer, P. and Beddi, H., 2015. Strategy and Structure in International Multi-business Groups:
Looking beyond Global Integration—Local Responsiveness. International Studies of
Management & Organization, 45(4), pp.359-378.
Article 4: International human resource management strategies of Chinese
multinationals operating abroad
1. Stating your own position
Considering the international human resource management strategies, the focus is on how the
organisations are able to work on the different business strategies. The analysis is about the
utilisation of the cross-level parts where the major focus is on the management and to promote
the organisational performance. Here, the research is done for the emerging marketing
multinationals where the major focus is on utilising the human resources for competing overseas.
In order to achieve the competitive advantages, HR needs to contribute to the continuous
competitive advantage with the improvement in the competencies that are specific for the
companies. Here, the research is about focusing on the different generating social relationships
that help in producing the firm specific knowledge. The patterns are based on handling the
interdependency between the parent company and the other affiliates. The tendency is mainly to

utilise the multiple theoretical perspectives that can predict and explain the relationship between
the corporate strategies and IHRM.
2. Stating the view of the author
According to the author, SIHRM is based on two logic approach which related to the product,
marketing and the technology dimensions. Here, the social, cultural and the legal dimensions are
defined through integrative approaches which tends to embrace the different industrial settings.
The models are important for demonstrating the links which are set for the need to develop the
own strategies of hiring, managing and then retaining the employees in the organisation. It also
focusses on the contribution of the firm with limitations that are applied from the emerging
economies with characterisation by speed and the scope of change (Fan et al., 2013). The
analysis is based on the research in the specific areas where the major impact is on the FDI from
the biggest emerging country, China. The argument is about how the organisation business
strategy is mainly influences by the HRM policies and the practices in the organisation. For this,
there is a need to work on handling the Chinese multinational with the ownership operations in
Australia.
3. Drawing a conclusion using the works of others
According to Brewster & Mayrhofer, 2011, it has been seen that the comparative Human
Resource Management is based on investigating and seeking to explain the different patterns and
the variations which have been defined through the cross-national HRM. The different standards
are set to meet the business systems that tend to rise from the differences in the historical,
cultural and the constitutional heritage in different countries. The comparative differences tend to
occur mainly due to the decisive events like the industrialisation or the legacy which is set for the

pre-modern forms of the social organisation.
4. Agreeing with the views of others or pointing out assumptions
I agree to the points put outwards for the investment among the different economics. Here, the
Chinese MNCs need to focus on providing the opportunities which are effective based on the
behavioural standards. Here, the study is depending upon the practical research where the stages
are acquired and matched upon by properly understanding the Chinese characteristics. The
assumptions are about how the Chinese MNCs are able to adapt to the unitary method of the
entry model. Here, the research is mainly to minimise the impact of the different forms of the
institutional environment with the legal standards set for the linkage between the MNCs of the
Chinese SIHRM and the performance based on the organisational structure.
References
Brewster, C., and W. Mayrhofer. 2011. “Comparative Human Resource Management.” In
International Human Resource Management, edited by A. Harzing, and A. H. Pinnington. 3rd
ed., 47 – 78. Los Angeles, CA: Sage
Cooke, F. L., and D. S. Saini. 2010. “(How) Does the HR Strategy Support an Innovation
Oriented Business Strategy? An Investigation of Institutional Context and Organizational
Practices in Indian Firms.” Human Resource Management 49 (3): 377– 400.
Fan, D., Zhang, M.M. and Zhu, C.J., 2013. International human resource management strategies
of Chinese multinationals operating abroad. Asia Pacific Business Review, 19(4), pp.526-541.
Article 5: NEW PERSPECTIVES ON STRATEGIC MANAGEMENT PROCESS
1. Stating your own position

According to me, the strategic management process is based on handling the issues related to the
setting of the goals and the proper analysis of the formation strategy. Here, there is a need to
focus on the clarification of the vision with handling the short and the long-term process
objectives. The strategy management helps in working over the gathering and then analysing the
information which can help in examining the different external and the internal issues to an
effective level. The formulation of the strategy is based on completing the analysis with
determining the sources and identifying the sectors which are important to match with the goals.
2. Stating the view of the author
According to the author, the focus is on the development of economics which is the major
strategic goal of the thinking. A better leadership unequivocally leads to the better strategy where
there’s a lack of information at times and also the proper establishment of the strategies which
helps in defining and then discussing about the theoretical perspectives (Christina & Anca,
2013). The focus is also on how the organisation manage the financial crisis which affect the
economy and the role of the employees. The integration appears to be focusing on the profilin
from the market opportunities under the different conditions of uncertainty. Here, the evolution
is depending upon the financial planning with handling the economic budgets which need to be
achieved annually. Through this, the forecast-based planning helps the managers to handle the
effective analysis in order to achieve the allotting of the resources.
3. Drawing a conclusion using the works of others
According to Jager & Beye, (2010)., it is important to maintain a balance between the social
mission and the economic rationales in the society which will help in bringing the improvement
to them management and the development. For the strategic management, the organisation

should focus on understanding the different objectives with the diminution of the cycle with
properly organising the products, with learning, helping and educating.
According to Kraus et al., (2011)., the standards are defined for the marketing development
which are based on the processes that include the ongoing changes of the enterprise movements.
The stages are determined through the implementation of the hierarchical levels where the
communication and the development improve the framework that helps in achieving a better
leadership convention with proper processes.
4.Agreeing with the views of others or pointing out assumptions
According to the analysis, the view of the people is based on the assumptions of the different
features which include the processes that are important to measure the financial point of view.
Here, the structures are defined for the workforce standards and to handle the specialisation with
the reallocation in the different fields. The implementation is depending upon the maximisation
of the shareholder value and then reorganising and then alliancing with the changes which are
based on the CSR and the ethics in business.
References
Cristiana, P.Z. and Anca, B., 2013. New perspectives on strategic management process. THE
ANNALS OF THE UNIVERSITY OF ORADEA, p.1573.
Jäger, U. & Beye, T. (2010) Strategizing in NPOs: A Case Study on the Practice of
Organizational Change Between Social Mission and Economic Rationale, Voluntas vol 21, pp.
82–100

Kraus, S., Kauranen, I. & Reschke H. C. (2011) Identification of domains for a new conceptual
model of strategic entrepreneurship using the configuration approach, Management Research
Review, vol. 34 no. 1, pp. 58-74