Contrasting Perspectives of Strategy Making: Applications in 'Hyper' Environments

John Selsky^1*, Jim Goes², Oguz N. Babürolu³

¹ University of South Florida, USA
² Walden University,USA
³ Sabanci University, Turkey

^* To whom correspondence should be addressed.

	Abstract

We revisit the original meaning of turbulence in the socioecological tradition of organization studies and outline a perspective on strategy making grounded in that tradition. This entails a contrast of the socioecological perspective with the more well-known neoclassical perspective on strategy, based on their core decision premises and their different understandings of environmental turbulence. We argue that while some mainstream strategy approaches have taken important strides toward addressing advanced turbulence, many others remain tethered to the neoclassical origins of the strategy discipline and are insufficiently responsive to the new landscape of strategy that now characterizes many industries. This new landscape is construed as the 'hyper environment', in which positive feedback processes and emergent field effects produce high volatility. We use two case illustrations from the US healthcare sector to examine how neoclassical and socioecological perspectives contribute to strategizing in hyper environments. Implications for strategic management theory and practice flow from this analysis.

Key Words: turbulence, strategy, hypercompetition, hyperturbulence, environmental textures

First published on August 15, 2006, doi:10.1177/0170840606067681

Organization Studies 2007;28:71.

A more recent version of this article appeared on January 1, 2007


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