THE NATURE OF THE DEBATES: DEFINING STRATEGY Although defining a concept is a complex task, and often one which gives rise to controversy, it remains useful in order to sketch out the field on which we play. It is not the intention here to review themany definitions of strategy, rather it is theintention simply todeal with issues that are most useful in illustrating the linkages between strategy and HRM. The word 'strategy', as it has come to be applied in business, is a market-oriented concept - it is fundamentally concerned with products and competitive advantage. Furthermore, it is a stratified concept - it is found at different levels in the organisation. Thus, we may expect to find a 'business level' strategy or perhaps a 'functional' level strategy - linked to and dependent upon the corporate or 'master' strategy. An essential point to note is that the strategy process is a 'cascade'. It starts at the corporate level and has a number of 'logical' and related steps flowing from it. We should, of course, emphasise that there are a range of definitions of the term (Andrews, 1971; Hofer and Schendel, 1978; Ansoff, 1965). For those academics from the 'people'
Human Resource Management Journal – Wiley
Published: Jun 1, 1991
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