Scientific Approach In Organizational Strategy and Call Centers
Strategy and strategic decision-making have long been areas of active academic and practitioner inquiry. In 1962 Chandler studied the development of American corporations in the early twentieth century, and postulated that corporate structure was designed to implement strategy; in other words, that structure followed strategy. There were many other scholars followed with theories of their own. For example, Mintzberg and Lampel in 1999 identify ten “schools” of theory about strategy, and note that recent work has begun to cut across these schools or historical perspectives. Recent work (Eisenhardt, 1999; Markides, 1999; Pascale, 1999; Kim & Mauborgne, 1999) studies strategy as a dynamic that emerges from the competitive environment, evaluates that environment in an ongoing manner, and flexibly adjusts the corporate course when necessary. Today, organizations compete on the edge, adjusting their deployment of employees and other resources as necessary strategic changes are made (Hamel & Prahalad, 1994).
Experience has shown that over past 25-30 years information technology is an increasingly important potential contributor to an organization's productivity, and that organizations experience maximum value when information technology investments are strategically driven. Such scientists as Davenport and Short (1990), who studied the relationship between information technology and business process redesign, postulated an enabling link between, on the one hand, the development of strategic vision and process objectives, and on the other, successful, IT-driven process redesign.