Down with strategy: In defense of short-term thinking

Ezer, Jonathan; Demetis, Dionysios S.

Abstract

Purpose - The aim of this paper is to argue that the need for strategy is overstated and that organizations should celebrate short-term thinking. Design/methodology/approach - The paper presents a case study of a medium-sized software company in Canada, followed by an analysis in terms of the history of strategy and Ciborra's work on organizational change. Findings - The study finds that strategy and structure are taken-for-granted assumptions that are not always appropriate. While strategy is important for contemporary business, it has overstepped its relevance and has been become the dominant organizing myth of modern management. Such a myth has become an obsession that quite often constrains the variety of organizational responses. The notion of strategy has become an "iron cage" which constrains manoeuvrability. Practical implications - Short-term thinking has tremendous benefits and should be embraced. Originality/value - The paper provides a useful insight into the benefits of short-term thinking. © Emerald Group Publishing Limited.

Citation

Ezer, J., & Demetis, D. S. (2007). Down with strategy: In defense of short-term thinking. Journal of Business Strategy, 28(1), 57-63. https://doi.org/10.1108/02756660710723224

• Journal Article Type: Review
• Online Publication Date: Jan 9, 2007
• Publication Date: Jan 1, 2007
• Deposit Date: Apr 17, 2022
• Journal: Journal of Business Strategy
• Print ISSN: 0275-6668
• Publisher: Emerald
• Peer Reviewed: Peer Reviewed
• Volume: 28
• Issue: 1
• Pages: 57-63
• DOI: https://doi.org/10.1108/02756660710723224
• Keywords: Short-term planning; Organizational change; Competitive strategy; Computer software; Canada
• Public URL: https://hull-repository.worktribe.com/output/3591477