The Strategic Management process in intermediate organizations; A multiple case application

This paper is intended at demonstrating the significance of strategic management, as a distinctive phenomenon in the intermediate organizations more than it is assumed in the theory of strategic management. In this paper, the light has been thrown on some new insights in this field. In addition, it has been emphasized that the studies of strategic management also need to add-on with the conventional perspectives, along with variety of internal and external characteristics to ensure better understanding and awareness of the underlying organizational processes.


Introduction
Strategic Management is a field that combines an organization's mission, vision, objectives, goals and tasks that are determined to enhance the efficiency of work for the businesses. management of the organizational work and its contribution to the multi-contextual sense-making .
One of the recent developments in the field of strategic management is redefinition in order to include the study of cognitive, economic, social and cultural aspects into its context. As a result,  (Guth and MacMillan, 1996).

Strategic planning
Various formal definitions of strategy are present, most of which, intend to answer the question, "How?" "Strategies are simply a series of actions to enable an organization to achieve its results." Strategy helps in the comparison of a organizational, functional and programmatic (Floyd and Lane, 2000).  (Balogun and Johnson, 2004).
The debate is normally confined to the intermediary organizations, which are not private or public firms and usually not known voluntarily.
The existence of such organizations is generally seen to be among different sectors of society. One can easily figure out the differences between the various sectors, agencies and departments governed by the state. Hence, it is required that the intermediary organizations must be adapted for the rules, regulations, standards and traditions in at least two of the systems, private and public organizations (Weick, 1993 perspective are thrown light upon in the intermediary organizations (Goodwin and Wright, 2001).

Strategic management process and embedding:
To  (Hill and Levenhagen, 1995).

Strategic management processes
The requirement of the strategic management is a common characteristic in all the sectors. As a result, for the continuation, the conditions, key factors pressure, reflect the organizational reasons. Therefore, the strategic management contains the actions and ideas that explain about the area of the organization, in terms of their operation, and also concern about how positive results are delivered . By stating the major differences among the implementation approach for strategic management, traditional approach, and an embedding approach, we began this article.
Relatively than rigid and generic drugs, the (2) With the involvement of stakeholders, activity that should be in the route of contribution to organize.
(3) The element of networking is important and constant (Weber and Manning, 2001).
Through the mobilizing action processes, an assumption that it has clear boundaries among the organization and the environment (Leitch, 2006).
In the case of the intermediate organization, the organizational environment is very indistinct and seems to limit. For this reason, a more fundamental question is embedded, than formerly proposed, in these organizations. As anticipated in the strategic management and planning approaches, the environment is neither adjusted nor embedded. This is similar with the approaches of the interpretations that are adopted.
As a part of the strategic management process, in both the environments, different tasks and arenas are generated.
Although we are closer to the construction characterization of strategic management, the concept is considered to be narrow, as the production is concerned with the background.
Strategic management is rather constituted with both the adoption and embedding (environment and the organization). The organization strategic management process is creative, as both the adoption and integration, replicate this fact (Gioia and Dennis, 1991). It is claimed that the sense making process creates the organizations actually. organizations, sense making is said to be the basic aspect of the strategic processes. It also comprise of the tasks, and creating a suitable environment and organization, and significant stakeholders (Wright, 2004). All these activities and resources are needed to be aligned with the organizational objectives and goals and the reasons that make the existence of an organization possible. There are many factors that justify the relationship between the three strategic processes with regard to their meaning, discussions and multi-contextual characteristics.

In intermediary organizations integration
One of the most powerful ways to explain them, referring to their existence, is through voluntary organizations (Watson, 2003).
However, sometimes possibly a broad and also an uncertain idea is promoted due to a confusing mixture of goals and objectives in comparison to the original and standard reason that provides the base for the organization.  is doubted that the result of this will be very concrete due to the issues with accuracy and reliability.

Conclusion
In this paper, the process of organizational strategic management has been exhibited as understanding the work among various contexts.
The conventional theory of strategic management presents limited ways for the organizational strategic management issues to be dealt with, within the social scenarios. Therefore, the case of three organizations of industrial development has been used with the intent of having an understanding of organizational strategic management for the organizations that operate under various dynamic contextual conditions.
Conclusively, it is derived that all such organizations, with no sound base of resources or any area in which they lack, do not follow an apparent mandate. All these organizations are created having strategic management process as their integral part.