Blue Ocean Versus Competitive Strategy: A Systematic Approach for an Afghan NGO

Abstract

For many organisations in a war-torn and poor developing countries, finding and implementing a suitable strategy in conducting operational activities in an effective manner is a steep hill to climb. This is especially overwhelming when an organisation has limited financial resources, limitations in attracting knowledge workers as well as operating in an unstable economic and political environment. The previous is the case concerning an Afghan not-for-profit organisation (NGO), set-up several years ago with donor funding from the European Union, and operating in conjunction with two foreign universities. Moreover, developing a competitive edge structure, and adding customer value is also crucial in a developing country with unstable amenities and complex cultural and socioeconomic characteristics, where available money is low. In the context of this paper, it has been identified that there are various organisational shortcomings in developing an understandable structure in identifying external variables that should enhance sustainability, and add additional value to customers. The literature inspired for this paper was mainly found in blue ocean strategy, competitive strategy, and ethics, and further highlighted by reviewing cultural characteristics relevant to the NGO’s current situation. However, the main objective of this paper was the construction of a generic framework identifying internal and external variables to enhance a better understanding of the NGO’s market players and other perceived commonalities as a platform for sustainability. The outlines and comments in this paper are based on the author’s practical experiences and through observations as a business mentor and business advisor in various organisational settings in Afghanistan. Therefore, the constructed framework should not only benefit the NGO, but also act as a catalyst for its member businesses, and should not be seen as a means to an end. Nevertheless, more empirical studies are needed in better understanding tribal behavioural elements that exist within an organisational setting, and how they conduct their business transactions with external actors. This paper contributes to the management decision literature by instigating a generic framework that can be used by other commercial or non-commercial entities as a foundation for further organisational development.