Strategic management. read article then answer questions Essay

Strategic management. read article then answer questions - Essay ExampleThis confounding hinders the fact that resource-based belief is only one of the various strategic logics within heterogeneous firms that leads to intra-industry cognitive process differences. The influence of environments on company performance has been a key theme in strategy and has become a function of the fit between organizational structure and the environmental setting (Porter, 1996). Extrapolating this argument to inter-organizational level, researchers argue that the influence of network military post on firm performance is controlled by the environmental context. Essential to the argument is that changes in the environment influence the nature of skills and capabilities needed for competitive advantage. Since network stakes argon crucial to firms in an attempt to acquire appropriate skills and capabilities, firms are compelled to strategically design their networks to acquire skills and capabilities in a changed environment. Nevertheless, any mismatch between of necessity of the environment and the firms position could have serious performance implications (Bingham and Eisenhardt, 2008). Position strategy has various advantages like constructing an impressive empire surrounding an beautiful market that offers long-term competitive advantage. In addition, competitive advantage relies on valuable strategic position within an industry and linking the various resources to defend the position, since strategic positioning drives huge profitability (Peteraf, 1993). Often companies defend their position by combining resources that their competitors find difficult to imitate therefore, position strategy links resources to successfully defend an organization from challengers. Nevertheless, like any strategy, the position strategy has its vulnerability factor which is change since when industries change relocating a business empire locked in a strategic position is tough. The weaknesses of this strategy include dismantling synergies in case of change that management worked hard to put in place and exposing the organization to risks in transition to a fresh strategy. Thus, change forces managers to dismantle their resources in position strategy and reassembling them in fresh strategic positions, which consumes time and potentially lethal because performance may stall until all pieces are reassembled (Siggelkow, 2001). Currently firms are leveraging on social media tools in an attempt to attract consumers to engage in their interactional online social environment (Shadkam and OHara, 2013). In environments of moderate change, leverage strategies outperform position strategies because change is incremental and conventional which ensures that managers rotate strategically important resources in the industry. Although position strategy bases on the empire analogy, leverage strategy resembles chess in that competitive advantage results from having valuable pieces and ens uring smart moves with the pieces. Organizations pursuing leveraging strategy hand competitive advantage through their strategically essential resources within the existing as well as new industries at a rate consonant with market change. For instance, Pepsi owns various strategically important resources however, the company has leveraged the resources to