Case Analysis: WORLD VISION INTERNATIONALÆS AIDS INITIATIVE

This paper analyses the case ôWorld Vision InternationalÆs AIDS Initiative: Challenging a Global Partnershipö (Bartlett and Curran 1-23). The case analysis is presented as responses to three questions and a proposed strategy for World Vision through 2010.

What Strategies Did World Vision Follow over the Course of the World Vision AIDS Initiative Case?

In addition to identifying the strategies followed by World Vision, several sub-questions are addressed. The sub-questions are as follows:

What drove the changes in direction from one strategy to another?

Considering only evidence presented in the case, how successful has the organizational strategies been?

How has the organizationÆs non-profit status affected its strategy choices?

The identification of the strategies implemented by World Vision International and the three sub-questions stated above are discussed together in relation to each strategy. The organizationÆs strategies are identified and discussed below.

The Shift from Entrepreneurial Strategy to Corporate Strategy

The initial strategy shift at World Vision occurred toward the end of the 1960s. By this time, the organization had outgrown its entrepreneurial roots (Bartlett and Curran 2). The action-oriented entrepreneurial leadership so essential to the establishment and initial growth of World Vision threatened the future viability of an organization that needed to pl

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ntrol in an organization in which operational needs varied greatly by region. The evolving needs of the organization acted as the diver for the implementation of a federalized management structure and strategy at Word vision International. The non profit status of the organization played a role in the development of this response. In a for profit organization, the proportion of the funding provided by the American segment likely would have assured that complete centralized control remained the province of World Vision US. What Strategic Tensions Did World Vision Resolve and Manage over the Course of the Case? Strategic tensions affected the organization throughout its history. Although the strategic tensions affecting the organization tend to be episodic in character, some sources of conflict resurface from time to time. The strategic tensions experienced by World Vision International have been closely associated with strategy shifts at the organization. The strategic tensions affecting the organization are identified and discussed (within the context of resolution and management) below. The Tension between Entrepreneurial Zeal and the Need for Formal Planning and Management Strategic tensions in organizations stem primarily
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Some common words found in the essay are:
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Approximate Word count = 1723
Approximate Pages = 7 (250 words per page)