|Theme COMPETITIVE LANDSCAPE: Market, technology, information,

competence and users.

Students Helen Esquivel Luisa Osorio Nathalia Beron
name
Title Strategic Management in an Enacted World
Authors Linda Smircich- Charles Stubbart
Date October 1985
This reading illustrates us a discussion of strategic management and the theory
of the organization, it defines us if the environments are objective, perceived
or if it is a mix of both. In this debate there are three implications, the first is
abandon the prescription that organizations must adapt to their environments,
the second is to rethink the threats and opportunities and the last one is to
consider the main role of strategic managers.

In this reading, there are mentioned three models to know the environment.
An objective environment that assumes that an "organization" is embedded
within an "environment" that has an external and independent existence. A
Description perceived environment where strategists are permanently trapped by limited
(Identify the rationality and their incomplete and imperfect perceptions of the
main ideas "environment". Finally, an enacted environment that is an assumption that the
and claims) organization and the environment are created together (enacted) through the
processes of social interaction of the key participants of the organization.

There is also an analysis of the concepts of organization and environment

from an interpretive perspective where the organization is defined as the
degree to which a group of people share many beliefs, values and assumptions
that encourage them to make mutually reinforcing interpretations of their own
actions, and the acts of others. And the environment, refers to a specific set of
events and relationships noticed and significant events by a specific set of
strategists.

Organization: It is an open system that exists within an independently given

environment. Also, the degree to which a set of people share many beliefs,
values, and assumptions that encourage them to make mutually-reinforcing
interpretations of their own acts and the acts of others.
Task of strategic managers: It is to maintain congruence between
Concepts environmental constraints and organizational needs.
(Identify Objective environment: This view emphasized recognition of what already
and define exists.
the Perceived environment: Strategists are permanently trapped by bounded
concepts) rationality and by their incomplete and imperfect perceptions of the
"environment. "
Enacted environment: managers and other organization members create not
only their organization but also their environment.
Interpretive Perspective: People understand the world through bracketing
and chunking experience into meaningful units.
 Creation of Context: the answers to some questions that set the stage for
strategy formulation. These questions elicit the values framework within
which activity becomes meaningful.
Managerial Analysis: The idea of enactment underscores a view that one's
own actions and the actions of others make an -organization" and its
"environment." It is more than environmental analysis
Encouraging Multiple Realities: in strategic management. multiple
interpretations often are viewed as communication problems to be overcome
by more information, rather than as a natural.
Strategic management: those processes through which patterns of
""organization"" and ""environment"" are created, sustained, and changed.

Conceptual
map
(Identify the
links
between
concepts)

The article give us an approach based on a strategic management discussion

where three different model are taken. Analyzing the text’s interpretive
Analysis
orientation worldview on strategic managers' thinking and behavior, it can be
(Context -
concluded that strategic managers should concentrate on process issues, on the
justification
values, symbols, language, and they should earn to express and to elaborate on
–
the social/emotional basis for organizational life. Besides, the fact that each
Implications
organizations acts below the manager thinking, despite they have a similar
for strategy)
essence. This leads to the affirmation: the world stops being static and
objective to become an environment defined by the human mind, as a reality
proclaimed.
 The outcome is a result of the interpretation of the environment made through
its objective, perceived and enacted views, since the perspectives within
organizations and its participants are relevant for the decisions and analysis.

 The most long-term contributions of strategic managers can be based

on their roles as background generators and composers of the context,
not on their direct roles as decision makers and commanders. The
strategic analyst should guide the strategic professional towards critical
self-examination.
Conclusion
 In objective environment strategists search for opportunities or threats
in the ""environment"" and search for strengths and weaknesses inside
an ""organization.""
 In enacted environment There are no threats or opportunities out there
in the environment, just material and symbolic records of action