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In the classical understanding of strategy, a strategy process begins with the specification of a mission or a long-term goal for an organization. The next step is to determine the various means necessary to accomplish the overarching goal, based on an analysis of the organization’s environment, its internal capacities, and the available resources. Then the various strategy alternatives are analyzed in detail with respect to their potential and risks, and the strategy that guarantees the accomplishment of the overarching, long-term goal is selected. Next, the chosen strategy is operationalized. Quantitative targets are formulated, milestones defined, and action plans prepared. Management monitors progress at regular intervals (for examples of this approach see Hussey 1998, p. 71; for a concise presentation, see Mintzberg 1994, p. 36ff.).

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The Lure and Limitations of an Instrumental-Rational Approach

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  • 发表日期：

    2025年

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  • Stefan Kühl

摘要

In the classical understanding of strategy, a strategy process begins with the specification of a mission or a long-term goal for an organization. The next step is to determine the various means necessary to accomplish the overarching goal, based on an analysis of the organization’s environment, its internal capacities, and the available resources. Then the various strategy alternatives are analyzed in detail with respect to their potential and risks, and the strategy that guarantees the accomplishment of the overarching, long-term goal is selected. Next, the chosen strategy is operationalized. Quantitative targets are formulated, milestones defined, and action plans prepared. Management monitors progress at regular intervals (for examples of this approach see Hussey 1998, p. 71; for a concise presentation, see Mintzberg 1994, p. 36ff.).