Model Safari in Strategy: Scanning the Landscape of the Essential Strategy Models
Qeis Kamran (2013), Complexity the Sixth Competitive Force that Shapes Strategy: A Cybernetics Approach to "Porter's Five Forces Model in Turbulent and Complex Environments, LAP LAMBERT Academic Publishing, Saarbrücken, Germany
141 Pages Posted: 8 Aug 2014
Date Written: August 4, 2014
Abstract
Thus, high-quality organizational navigation- models contribute to the organizational success, their stability and longevity with a pivotal significance. A term called “Model-based Management” (MBM) according to (Schwaninger, 2010) and what the author wants to establish as “Model- Based Strategy” (MBS) is introduced, thus in accordance with “Conant-Ashby Theorem”, models are a vital prerequisites for organizational viability, and the necessity of high-quality models additionally in strategy is the task, whereupon the author is navigating. Effective MBSs are essential that can avoid strategic traps and organizational malfunctions. Therefore it is necessary to understand the landscape of strategy models in order to design a stable model from a holistic perspective. This work contributes to achieving this vital goal.
Keywords: Model based management, Strategy, Cybernetics, Management
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