Abstract
Information and communication technology is rapidly transforming the world of business. It in particular has played a significant role in globalisation, the ramifications of which South Africa can ill afford to ignore. A key facet of emerging innovative technologies and globalisation is the environmental uncertainty, complexity and turbulence it has engendered. Traditional strategic management paradigms and practice are largely founded on the assumption of environmental predictability, a reality that is rapidly being eroded. This thesis attempts to determine to what degree strategic management theory still correlates with contemporary strategic management practice. Various levels of environmental uncertainty are defined in order to gain clarity as to strategic management processes that are best suited for dealing therewith.
Three key determinants are identified as having a significant impact on the strategic realignment of business institutions within a global business environment, namely information and communication technology, business systems, and change management. A central tenet that emerges from the study is the need for a framework to integrate the first two mentioned determinants at strategic and operational levels, while taking due cognisance of the human resources implications involved.
Human emotions, feelings, relationships, fears, values, beliefs and aspirations collectively assume relevance as dimensions that can either inhibit or facilitate the strategic realignment process. These dimensions are analysed with reference to the concepts “emotional intelligence” and “organisational culture” in order to gain a greater understanding of the role they play in strategy formulation and implementation. Leadership is also identified as being business critical in managing strategic realignment.
The findings of this study serve as a source of reference for researchers and practitioners who are attempting to formulate and implement strategy within contexts that are best described as being uncertain, complex and subject to discontinuous change.
Prof. N. Lessing