By Neil Harris (eds.)

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However, short-term survival is no guarantee for life, and constantly staying in harmony with the business environment may provide the opportunity not only for survival but also growth.

A balance between theory and practice should ensure no analysis paralysis occurs in relation to a particular organisation. • Organisational culture Culture within organisations is very much based upon history, the environment that the company has been operating in, the way that operations are carried out and the type of organisation that it is. Culture is an intangible which permeates an organisation and extends much further than attitudes, beliefs, behaviour and values. Even by labelling a type of organisational classification in terms of 12 Modern developments in business strategy Handy (1976), or Miles and Snow (1978), there will be occasions when change will not be predicted or well received by certain organisational cultures.

A potential strategy which is likely to be controversial to the main stakeholders may well be doomed to failure from the outset. Two useful frameworks for mapping stakeholders are those suggested by Mendelow (1991) and adapted by Johnson and Scholes (1997). These are the power/dynamism matrix and the power/ interest matrix. • The stakeholder power/dynamism matrix This aids assessment as to how political effort might be channelled when strategy formulation takes place. 6. Obviously stakeholders placed in the other quadrants are likely to be easier to negotiate with.

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