Strategy process (Elsevier JAI, 2005)
Includes bibliographical references
Cover -- Strategy Process -- Contents -- List of Contributors -- Strategy Process: Introduction to the Volume -- The Challenge of Strategy Process Research -- Beneath the Surface -- Pearls of Wisdom -- Re-Discovering Strategy Process Research -- This Book -- The Cognitive and Emotional Foundations of Strategy Making -- Institutional and Resource Foundations of Strategy Making -- Contemporary Empirical Studies of Strategy Making -- Meta-Commentaries on Methodologies for Strategy Process Research -- Concluding Thoughts -- Notes -- References -- Part I: Cognitive and Emotional Foundations of Strategy Making -- An Emotion-Based View of Strategic Renewal -- How Emotion Influences Cognition and Behavior in the Context of Change -- From Individual to Group Emotions -- Building an Emotional Context to Facilitate Organizational Transitions -- Organizational Processes Expressing Authenticity Increase Organizational Learning --
- Organizational Processes Expressing Sympathy Increase Receptivity to Change -- Organizational Processes Arousing Hope Increase Collective Mobilization -- Organizational Processes Arousing Fun -- Task-Level Factors -- Organizational-Level Factors -- Work Group Support -- Organizational Processes Arousing Attachment -- Emotional Sequencing -- Conclusion and Future Research -- Notes -- Reference -- An Attention-Based Theory of Strategy Formulation: Linking Micro- and Macroperspectives in Strategy Processes -- Introduction -- Five Propositions -- Outline placeholder -- Operational and Governance Channels -- Attention-Based Model of Strategy Formulation -- Discussion and Conclusions -- Notes -- References -- Top Managerial Cognitions, Past Performance, and Strategic Change: A Theoretical Framework -- Theoretical Framework and Research Propositions -- Explaining Antecedents to Strategic Change: Definitions, Assumptions, and Boundary Conditions --
- The Influence of Past Performance on Strategic Change -- Top Managerial Performance Perceptions -- The Moderating Influence of Top Managers' Attributions on Strategic Change -- Proactive Cognitions and their Influence on Strategic Change -- Research Implications and Extensions -- Data Sources and Methodologies for Future Empirical Research -- Operationalizing Prior Performance, Managerial Perceptions, and Cognitions -- Extensions and Directions for Future Research -- Notes -- References -- Sequence of Thinking and Acting in Strategy-Making -- Emergent and Deliberate Views of Strategy -- The Sequence of Thinking and Acting in Two Modes -- Strategy as a Shared Framework of Reference -- Thinking and Acting as a Sequence of Co-Evolving Entities -- Discussion -- Concluding Remarks -- Notes -- Acknowledgement -- References -- Interorganizational Monitoring: Process, Choices, and Outcomes -- The Interorganizational Monitoring Process -- Categorization -- Aspiration Discrepancy --
- Desired Outcomes -- Outcomes Derived Through the Interorganizational Monitoring Process -- Information Acquisition -- Internal Signaling -- External Signaling -- Change -- Per