1.      Introduction

This paper illustrates the performance of businesses, strategies, types of uncertainty that occur and related determinants.

The ongoing performance to strategy can be described as follows:

 The failure of achieving goals by the company generate strategies due to the company and market situation such as crisis or stresses that impact on the decision-making including development and control patterns which are linked with the activities extension and recruiting the staff. Thus, the selected mechanism may assist in uncertainty condition and the company may accordingly generate other strategic methods.

From the point of view of the researcher, the Persuade method is convenience in such case and shall be represented as follows:







Figure 1 Implementation of Persuade Model in the organization


From figure (1), it is clear that the correlation can be recognized between the strategic psychology and the way of implementation which relay on the strategic orientation of the organization with illustrating at the same time the effect of performance on the used strategy.

Therefore, the used strategy shall determine both of psychological and environmental effect. In additions, the environmental uncertainty is considered as the key element for business. Thus, the work environment shall be implemented through the distinction between various forms of uncertain environment and that matter shall result various consequences on the selected strategy.

The researcher selected such correlation based on what are applied by many organizations in the Kingdom of Saudi Arabia.


2.      Analysis

2.1.Psychological strategies of the organization

Hart and Banbury (1994) argued that most strategic research focuses on organizational strategies and their relationship to success.

Dickson and Weaver (1997) stated that the general influence of founders in their firms and their decision-making allows a high degree of equivalence between individual and organizational analysis levels.

Dickson and Weaver (1997) stated that the company influence and decision making generate a high level of correlation between both of individual and organization.

Hacker (1989) mentioned that the strategies may be considered as plans of procedures in the individual level and that may impact on decision-making.

Miller, Galanter, and Pribram (1960) argued that when people deal with situations, they follow the negotiating strategy. They added that the psychological strategies can be used effectively in order to perform the company objectives.

Frese & Zapf (1994) stated that the used strategy by the company may play role in addressing the uncertainty condition and that is based on the used strategic model.

Austin and Vancouver (1997) emphasize the strategic concept of how the organization attempts to achieve the objectives, mission and the vision, and therefore the organization uses the practical methods for the purpose of implementing specific strategies.

In this context, the researcher believes that there are four important aspects identified by Miller (1960) as follows:

1.      The strategic concept that implements time frame comparing with strategic plan management. In this case, organization must quickly find new customers as well as time frames that must be applied to the long-run represented in finding customers in the coming years. Opposite to that, strategic management is usually interested in long-term business.

2.      Most properly, strategic perception expresses the result of choice. This means that the company can either have or not to have a specific strategy. In this case, the strategy depends on deciding on the objectives to be achieved. Actually, no company uses one or specific strategy, e.g. if there is no advance plan of what to perform. In such case, the planned objective shall be linked with the used strategy type.

3.      The strategic concept is not all the time linked to the issues values or their significance regardless there is significance of the objective or not. In strategic management, the used strategy is linked directly with the significant and fundamental objectives.

4.      The management strategy is usually influenced by external factors when developing a written strategic plan. In the opinion of the researcher, that it is agreed, especially that the organization in all cases is affected by PEST – political, economic, social and technological factors prevailing in the country.


Rajajopulan (1993) noted that through the use of psychosocial concepts of strategy, it would be possible to learn more about the strategic operations of organizations, especially for small businesses, which ultimately leads to better knowledge of small operations to develop organizational strategy.


2.2.The relationship between the used strategy and performance in the organization

Hacker (1986) noted that the cognitive and practical theories were characterized by the characteristics of the strategic process by categorizing them as follows:

A.    Interactive strategy: This strategy uses little proactive information and does not plan proactively.

B.     Full Planning Strategy: The organization plans for the future for a specific activity. Thus, full planning strategy is comprehensive and having strategic action process, including long-run framework in relation with the future planning, in addition to indicators, anticipating error situations and proactive orientation.

C.     Individual opportunistic strategy: A form of primitive planning, where the individual uses a systematic strategy which easily deviates from these plans when opportunities arise.

From the researcher’s point of view, in practice, the plans are constantly being modified. Thus, these strategies are not top-down or purely systematic. Moreover, this type of strategies may not depend on the market condition completely unlike in the interactive strategy which is shown that is more proactive one.

D.    The critical point strategy: According to Zempel (1994) this strategy begins from the most critical to the most evident, in addition there is always no use of this key point because it is not leading to any other planned points. Other steps may just be taken after recognizing the first critical point and to be resolved. Thus, the individual must have a clear goal in mind to focus on achieving the planned goals.


Frese, van Gelderen and Ombach (2000) argued that strategies should be related to business success because they found that critical points strategy would be positively related to performance. In my opinion, however, this relationship will be amended during the life cycle

Bhide (1994) said that the strategy of complex planning and critical points emphasizes the structure and setting of goals. In emerging organizations, however, there is usually a high level of uncertainty and the need for quick decision-making in the early years.

A critical points strategy will, therefore, be useful, especially at an early stage of entrepreneurship, where entrepreneurs continuously work with a high degree of load on their operational capacity.

In this regard, Lomfkin & Dess (1996) found the superiority of the simple strategy for small businesses. This means that there is an advantage for small companies to use the full planning strategy because it helps the company to solve the most complicated issues.

Frese, van Gelderen and Ombach (2000) argued that strategies should be related to business success because they found that critical points strategy would be positively related to performance. In my opinion, however, this relationship will be amended during the life cycle

Bhide (1994) said that the strategy of complex planning and critical points emphasizes