Deliberate strategy is structured and properly planned before the implementation process while emergent strategy is characterised by direct activities that are not meant to address any prior plan. Different scholars have engaged in debates to ascertain which of the two strategies is better.
Firms that are more stable and willing to dominate the market prefer deliberate strategy while those that are unstable and flexible prefer emergent version. Deliberate strategy emphasises on structural plan that is common to the institutions with hierarchal power distance systems, where all activities carried out by the organisation must be discussed and approved (Glavin, Haidar, Hill and Jones, 2007). Deliberate strategy is an outline of how objectives will be carried out so as to satisfy the overall objective effectively.
On the other hand, the emergent strategy is best in unstable environment when the planning process is seen as time consuming and a limit to profitability. The management allows free actions without formalities at different scenarios. Studies, however, postulate that a combination of the two strategies would be more effective.
For instance, the organisation would cope better with the fluctuations in the case of emergent strategy. Consequently, the adoption of deliberate approach would ensure that the firm prepares adequately for the implementation plan. Even if emergent strategy emphasis is on the approach to cope with all scenarios, the deliberate strategy equally promotes preparedness of the firm for implementation process (Scheer, 2007).
Philip Sim & Associates is a stable firm that adopts both deliberate and emergent strategy. Due to economic situation in Australia, the firm has planned to increase its coverage rate by moving to Asia. This has been based on deliberate strategy as evidenced by the SWOT analysis that is well spelt in the plan strategy.
The cultural plan that is meant to attract more Chinese clients is being implemented. Further, the lawyers in the firm are familiarising themselves with Chinese culture as a plan before they can go ahead to establish their firm in Asia. This will help the lawyers to properly understand and appreciate the culture of Chinese thereby increasing their competitive advantage.
Studies show that deliberate strategy identifies challenges before actual implementation stage which reduces the chances of failure in realisation of the set goals. Further in case of failure, the organisation will be able to identify the cause as opposed to a situation where there was no plan at all (Jacob, Simms and Welch, 2009).
Philip Sim & Associates faces competition from the larger firms and would have to adopt emergent strategy. This is because the strategy is less time consuming as the activities are directed to solve a problem or match the competition without following any form of plan. The corporate emphasises on employing more lawyers who are familiar with the Chinese culture with no formal plan or pre test.
The strategy of employing more Chinese in the firm directly will be done in a short time and will bring more impact. On the other hand, if a pre test was first to be conducted before the employment strategy is initiated, more time and resources would be used (Barnwell and Robbins, 2006).
Emergent strategy would help the firm to become more competitive especially to the new entrants. As a result of the combination of both deliberate and emergent strategies, the competitive strategy is more intensified as the dynamic culture variation approach will be very effective. This, therefore, means that both deliberate and emergent strategies are of paramount importance in the functioning of Philip Sim & Associates.
References
Barnwell, S & Robbins, N 2006, Organisation Theory: Concepts and Cases, 5th edn, Pearson Education Australia, NSW.
Glavin, P, Haidar, A, Hill, C, Jones, G 2007, Strategic Management: An Integrated Approach, 2nd edn, John Wiley & Sons, Australia.
Jacob, B, Simms, & T, Welch, E 2009, ‘Emergent Management Strategies in a Public Agency: A Case Study of Alternative Fuel Vehicles’, Public Organiz Rev, vol. 9, pp. 213-234.
Scheer, AK 2007, ‘Jazz Improvisation and Management’, Aris Platform Expert Paper, pp. 2-12