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The South African military in transition : part 1 - from strategy formulation to strategy formation

dc.contributor.authorLouw, Gerhard M.en_ZA
dc.contributor.authorEsterhuyse, Abelen_ZA
dc.date.accessioned2015-10-09T06:57:11Z
dc.date.available2015-10-09T06:57:11Z
dc.date.issued2014
dc.identifier.citationLouw, G. M. & Esterhuyse, A. 2014. The South African military in transition: part 1 - from strategy formulation to strategy formation. Scientia Militaria, South African Journal of Military Studies, Vol 42(2):1-26, doi:10.5787/42-2-1092.en_ZA
dc.identifier.issn2224-0020 (online)
dc.identifier.issn1022-8136 (print)
dc.identifier.otherdoi:10.5787/42-2-1092
dc.identifier.urihttp://hdl.handle.net/10019.1/97562
dc.descriptionPlease cit as follow: Louw, G. M. & Esterhuyse, A. 2014. The South African military in transition: part 1 - from strategy formulation to strategy formation. Scientia Militaria, South African Journal of Military Studies, Vol 42(2):1-26, doi:10.5787/42-2-1092.en_ZA
dc.descriptionThe original publication is available at http://scientiamilitaria.journals.ac.zaen_ZA
dc.description.abstractBy 2013, sufficient evidence had become publicly available to confirm what defence analysts had been suspecting for a while now: the military effectiveness of the South African National Defence Force (SANDF) is deficient. This article proposes that this condition is due to strategic failure, brought about by the dynamic interaction between the preferred strategic management model of the organisation and its acquired strategic culture(s). The study on which this article reports, further suggests that a design school strategic management model best explains the method towards the SANDF’s current condition of organisational entropy, but that its root cause actually lies in a dichotomous strategic culture. In combination, these two variables conspired to diminish the defence force’s responsiveness to its operational context, resulting in the formation of inappropriate strategy that prevented the SANDF from achieving military effectiveness. While the authors consider the article to be hypothesis generating, it also has an exploratory dimension and paves the way for a validational study at a later stage. Part 1 therefore argues towards a strategic management model that could explain the SANDF’s strategy formulation process, its method of ensuring that strategic outcomes correlate with strategic intent, and ultimately its weakness in accounting for the external environment in realised strategy. This first part mainly employs inductive reasoning and draws its conclusions from an eclectic literary review that included business studies and dynamic systems theory.en_ZA
dc.description.urihttp://scientiamilitaria.journals.ac.za/pub/article/view/1092en_ZA
dc.format.extent26 pagesen_ZA
dc.language.isoen_ZAen_ZA
dc.publisherStellenbosch University. Faculty of Military Science (Military Academy)en_ZA
dc.subjectSouth African National Defence Forceen_ZA
dc.subjectSouth Africa -- Armed Forces -- Reorganizationen_ZA
dc.subjectSouth Africa -- Military policyen_ZA
dc.subjectMilitary planning -- South Africaen_ZA
dc.titleThe South African military in transition : part 1 - from strategy formulation to strategy formationen_ZA
dc.typeArticleen_ZA
dc.description.versionPublisher's versionen_ZA
dc.rights.holderStellenbosch University. Faculty of Military Science (Military Academy)en_ZA


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