First of all, in this paper will take critically discuss the approaches to developing strategy. Strategy is the direction and scope of an organisation over the long term, which achieves advantage for the organisation through its configuration of resources within a changing environment and to fulfil stakeholder expectations (Johnson, G. & Scholes, K.2002, p.10). Defining strategy as intended and conceiving it as deliberate, as has traditionally been done, effectively precludes the notion of strategic learning. Once the intentions have been set, attention is riveted on realizing them, not on adapting them… Adding the concepts of strategy, based on the definition of strategy as realized, open up the process of strategy making up to the notion of learning ( Mintzberg and Waters 1989, p. 17).
Strategic management helps organizations to plan use of resources and improving deployment capabilities within the uncertainty competitive environment. Strategy is formed by two critical forces acting simultaneously, One is deliberate, the other one is emergent. Managers need deliberate strategies to provide the organization with a sense of purposeful direction. Emergent strategy implies learning what works over time. Mintzberg suggested that nobody can claim to own the world ‘strategy’ and that the term can legitimately be used in several ways, therefore he proposed five Ps of strategy which are: plan; ploy; pattern; position and perspective. There is a key difference between two of Mintzberg’s Ps of strategy: plan and pattern. The difference is to do with the source of the strategy. Mintzberg drew attention to the fact that some strategies are deliberate whereas others are emergent. Deliberate strategy sometimes called planned or prescriptive strategy that is meant to happ ...