There are numerous other supporting factors within this paper that provide support for differentiation to the market level, further supporting this statement. The one statement disagreed with within the enhanced model section is "Therefore, it is clear that an organization cannot engage in marketing without being aware of its environment" is false. Many organizations participate in marketing and have no idea what they are doing or how to accomplish it. This statement is therefore false and debatable. Critical Analysis

The reliance on one specific model (Deshpande) for the definition of Organic vs. Mechanistic processes is enough of a foundation onto which the authors can arguably create more useful quadrants. The authors however stop short of being able to create a useful scalable framework that can be used across the entire lifecycle of a product or a service for example. The framework is also static; it does not take into account gradations or changes over time in each of the quadrants. There is no maturity model component to the analysis either, further making it difficult to fully scale over time.

Applying this Knowledge to the UAE

The use of environmental scanning in the UAE has immediate uses in the development of partnerships and alliances throughout the petroleum industry, specifically focusing on packaging and promotion based on gaps in the global market. Relying on environmental...

The use of these models as defined in the paper could be used as the impetus for creating entirely new alliance, development and selling partnerships.
Lessons Learned

The progression from the Deshpande to the authors' Enhanced Model of culture, strategy and scanning modes is ingenious in its use of causal factors within each quadrant and the resulting implications for defining environmental scanning strategies. The insights into the Deshpande model are useful from the standpoint of initial environmental scanning strategies, and the enhancements provide a greater level of granularity to them. The greatest contribution of the Enhanced Model however is in the Leadership Style and the resulting dominant attributes, bonding factors and strategic emphasis. With these additional attributes defined, environmental scanning strategies that are congruent with cultures can be more readily defined.

Reference:

(Saxby, Parker, Nitse, Dishman, 28 -- 34)

Carl L. Saxby, Kevin R. Parker, Philip S. Nitse, and Paul L. Dishman.

"Environmental scanning and organizational culture." Marketing Intelligence & Planning 20.1 (2002): 28-34.