Conceptual Framework for the Mapping of Management Process with Information Technology in a Business Process

Table 2

Strategy evolution principle and influencing factors.

Principle	Influencing factors
Consistency	(1) The problems in coordination and planning continue despite changes in personnel, due to inconsistencies of the strategy.; (2) Organizational conflict and interdepartmental bickering also indicate problems of inconsistency.; (3) Strategy in between organizational goals and the value of management group. Though inconsistency in this area is more of a strategy formulation than in the evolution of the strategy. Still it can arise; then the future direction of the business requires changes in managerial values.
Consonance	(1) The generic aspect of the strategy deals with the business adoptability with the environment. This represents the basic mission or the scope of the business. This analysis depends on the changing economic and social conditions over a time.; (2) The competitive aspect of the strategy deals with the competition of the other firms who are also trying to adopt. This deals with the competitive edge. This analysis depends on the differences across the firm.; (3) Sales growth is the success indicator of the generic strategy and the increased corporate worth is the success indicator for the competitive strategy.
Competitive advantage	(1) Superior skills: the skills that compose advantages are organizational rather than individual skills. Coordination and collaboration of the individual specialist are built through the interplay of investment, learning, and work.; (2) Superior resources: the resources that include patents, trade mark rights, physical assets, and working relationship with suppliers and distribution channels.; (3) Superior position: the best supply position involves supplying valuable products to the intensive buyers and the worst supply position involves supplying less valuable products to well-informed price sensitive buyers.
Feasibility	(1) This study assesses the problem solving abilities and or special competencies required by the strategy.; (2) This study assesses the degree of coordinative and integrative skill necessary to carry out the strategy.; (3) This study assesses the fact that “the strategy challenges and motivates key personnel and it is acceptable to those who must lend their support.”