Strategy process:
Enduring scholarly interest in the process of strategy making stems from an abiding assumption that some ways of strategizing are more efficacious than others, and thus lead to higher firm performance in the long run; higher than luck alone would bring. Expressions of interest in and endorsements of...
Gespeichert in:
| Format: | Elektronisch E-Book |
|---|---|
| Sprache: | English |
| Veröffentlicht: |
Bingley, U.K.
Emerald
2005
|
| Schriftenreihe: | Advances in strategic management
v. 22 |
| Schlagworte: | |
| Online-Zugang: | DE-634 DE-1043 DE-M347 DE-523 DE-91 DE-473 DE-19 DE-355 DE-703 DE-20 DE-706 DE-824 DE-29 DE-739 Volltext |
| Zusammenfassung: | Enduring scholarly interest in the process of strategy making stems from an abiding assumption that some ways of strategizing are more efficacious than others, and thus lead to higher firm performance in the long run; higher than luck alone would bring. Expressions of interest in and endorsements of the strategy process are abundant in the academic literature. For senior managers and leaders, the question of how to make effective strategies stands usually at the top of their agenda. Not surprisingly then, the quest to uncover stable principles of good strategy making has attracted much support and interest over the years. Researchers who responded to the strategy process challenge have known many moments of exhilaration and disillusion. Scholarly insights took long to accumulate, perhaps too long to serve as the sole basis for helping the eager practitioner in search of simpler but applicable advice. As a result, a significant and often highly visible part of the field is characterized by a controversial normative orientation. But beneath this dramatic and unstable facade lies a gradual, patient, and seemingly more stable, hard-at-work, academic enterprise. Scholarly strategy process research apparently goes on, perhaps more than ever, suggesting that there is something fundamental and deeply interesting and profound about how strategies are made, where they originate in organizations, and how the process of strategy making impacts the performance of organizations. This volume is the culmination of our three year effort to explore and uncover this relatively hidden or at least less visible side of the strategy process field. Taken together, the sixteen chapters represent current scholarly strategy process research |
| Beschreibung: | 1 Online-Ressource (xxxv, 515 Seiten) |
| ISBN: | 9781849503402 |
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| 505 | 8 | |a Strategy content and process in the context of e-business performance / Tim R. Coltman, Timothy M. Devinney, David F. Midgley -- Emergent strategies and their consequences : a process study of competition and complex decision making / Quintus R. Jett, Jennifer M. George -- An attention-based theory of strategy formulation : linking micro- and macroperspectives in strategy processes / William Ocasio, John Joseph -- Comparative causal analysis in processual strategy research : a study of causal mechanisms in organizational decline and turnarounds / Kalle Pajunen -- Future directions from the past : management and accounting discourse in historical perspective / Luca Zan -- Practices of organising : inside and outside the processes of change / Eamonn Molloy, Richard Whittington -- Top managerial cognitions, past performance, and strategic change : a theoretical framework / Jerayr Haleblian, Nandini Rajagopalan -- | |
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| contents | Sequence of thinking and acting in strategy-making / J. Ignacio Canales, Joaquim Vilá -- Strategy process : introduction to the volume / Gabriel Szulanski, Joseph Porac, Yves Doz Strategy content and process in the context of e-business performance / Tim R. Coltman, Timothy M. Devinney, David F. Midgley -- Emergent strategies and their consequences : a process study of competition and complex decision making / Quintus R. Jett, Jennifer M. George -- An attention-based theory of strategy formulation : linking micro- and macroperspectives in strategy processes / William Ocasio, John Joseph -- Comparative causal analysis in processual strategy research : a study of causal mechanisms in organizational decline and turnarounds / Kalle Pajunen -- Future directions from the past : management and accounting discourse in historical perspective / Luca Zan -- Practices of organising : inside and outside the processes of change / Eamonn Molloy, Richard Whittington -- Top managerial cognitions, past performance, and strategic change : a theoretical framework / Jerayr Haleblian, Nandini Rajagopalan -- Interorganizational monitoring : process, choices, and outcomes / Giuseppe Labianca, James F. Fairbank -- The development of the resource-based firm between value appropriation and value creation / Arabella Mocciaro Li Destri, Giovanni Battista Dagnino -- Adaptive and creative strategy logics in strategy processes / Patrick Regnér -- Managing the MNC and exploitation/exploration dilemma : from static balance to dynamic oscillation / Catherine Thomas, Renata Kaminska-Labbé, Bill McKelvey -- Communication dissonance and pragmatic failures in strategic processes : the case of cross-border acquisitions / Olivier Irrmann -- Strategy-making as a complex, double-loop process of knowledge creation : four cases of established banks reinventing the industry by means of the internet / María P. Salmador, Eduardo Bueno -- An emotion-based view of strategic renewal / Quy Nguyen Huy -- Top managers and the product improvement process / C. Annique Un, Alvaro Cuervo-Cazurra -- |
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| index_date | 2024-07-03T21:39:03Z |
| indexdate | 2024-08-02T00:19:23Z |
| institution | BVB |
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| record_format | marc |
| series2 | Advances in strategic management |
| spelling | Strategy process edited by Gabriel Szulanski, Joe Porac, Yves Doz Bingley, U.K. Emerald 2005 1 Online-Ressource (xxxv, 515 Seiten) c rdamedia cr rdacarrier Advances in strategic management v. 22 Sequence of thinking and acting in strategy-making / J. Ignacio Canales, Joaquim Vilá -- Strategy process : introduction to the volume / Gabriel Szulanski, Joseph Porac, Yves Doz Strategy content and process in the context of e-business performance / Tim R. Coltman, Timothy M. Devinney, David F. Midgley -- Emergent strategies and their consequences : a process study of competition and complex decision making / Quintus R. Jett, Jennifer M. George -- An attention-based theory of strategy formulation : linking micro- and macroperspectives in strategy processes / William Ocasio, John Joseph -- Comparative causal analysis in processual strategy research : a study of causal mechanisms in organizational decline and turnarounds / Kalle Pajunen -- Future directions from the past : management and accounting discourse in historical perspective / Luca Zan -- Practices of organising : inside and outside the processes of change / Eamonn Molloy, Richard Whittington -- Top managerial cognitions, past performance, and strategic change : a theoretical framework / Jerayr Haleblian, Nandini Rajagopalan -- Interorganizational monitoring : process, choices, and outcomes / Giuseppe Labianca, James F. Fairbank -- The development of the resource-based firm between value appropriation and value creation / Arabella Mocciaro Li Destri, Giovanni Battista Dagnino -- Adaptive and creative strategy logics in strategy processes / Patrick Regnér -- Managing the MNC and exploitation/exploration dilemma : from static balance to dynamic oscillation / Catherine Thomas, Renata Kaminska-Labbé, Bill McKelvey -- Communication dissonance and pragmatic failures in strategic processes : the case of cross-border acquisitions / Olivier Irrmann -- Strategy-making as a complex, double-loop process of knowledge creation : four cases of established banks reinventing the industry by means of the internet / María P. Salmador, Eduardo Bueno -- An emotion-based view of strategic renewal / Quy Nguyen Huy -- Top managers and the product improvement process / C. Annique Un, Alvaro Cuervo-Cazurra -- Enduring scholarly interest in the process of strategy making stems from an abiding assumption that some ways of strategizing are more efficacious than others, and thus lead to higher firm performance in the long run; higher than luck alone would bring. Expressions of interest in and endorsements of the strategy process are abundant in the academic literature. For senior managers and leaders, the question of how to make effective strategies stands usually at the top of their agenda. Not surprisingly then, the quest to uncover stable principles of good strategy making has attracted much support and interest over the years. Researchers who responded to the strategy process challenge have known many moments of exhilaration and disillusion. Scholarly insights took long to accumulate, perhaps too long to serve as the sole basis for helping the eager practitioner in search of simpler but applicable advice. As a result, a significant and often highly visible part of the field is characterized by a controversial normative orientation. But beneath this dramatic and unstable facade lies a gradual, patient, and seemingly more stable, hard-at-work, academic enterprise. Scholarly strategy process research apparently goes on, perhaps more than ever, suggesting that there is something fundamental and deeply interesting and profound about how strategies are made, where they originate in organizations, and how the process of strategy making impacts the performance of organizations. This volume is the culmination of our three year effort to explore and uncover this relatively hidden or at least less visible side of the strategy process field. Taken together, the sixteen chapters represent current scholarly strategy process research Business & Economics Management Business strategy Strategic planning Doz, Yves Sonstige oth Gabriel Szulanski Sonstige oth Porac, Joe Sonstige oth https://www.emerald.com/insight/publication/doi/10.1016/S0742-3322(2005)22 Verlag URL des Erstveröffentlichers Volltext |
| spellingShingle | Strategy process Sequence of thinking and acting in strategy-making / J. Ignacio Canales, Joaquim Vilá -- Strategy process : introduction to the volume / Gabriel Szulanski, Joseph Porac, Yves Doz Strategy content and process in the context of e-business performance / Tim R. Coltman, Timothy M. Devinney, David F. Midgley -- Emergent strategies and their consequences : a process study of competition and complex decision making / Quintus R. Jett, Jennifer M. George -- An attention-based theory of strategy formulation : linking micro- and macroperspectives in strategy processes / William Ocasio, John Joseph -- Comparative causal analysis in processual strategy research : a study of causal mechanisms in organizational decline and turnarounds / Kalle Pajunen -- Future directions from the past : management and accounting discourse in historical perspective / Luca Zan -- Practices of organising : inside and outside the processes of change / Eamonn Molloy, Richard Whittington -- Top managerial cognitions, past performance, and strategic change : a theoretical framework / Jerayr Haleblian, Nandini Rajagopalan -- Interorganizational monitoring : process, choices, and outcomes / Giuseppe Labianca, James F. Fairbank -- The development of the resource-based firm between value appropriation and value creation / Arabella Mocciaro Li Destri, Giovanni Battista Dagnino -- Adaptive and creative strategy logics in strategy processes / Patrick Regnér -- Managing the MNC and exploitation/exploration dilemma : from static balance to dynamic oscillation / Catherine Thomas, Renata Kaminska-Labbé, Bill McKelvey -- Communication dissonance and pragmatic failures in strategic processes : the case of cross-border acquisitions / Olivier Irrmann -- Strategy-making as a complex, double-loop process of knowledge creation : four cases of established banks reinventing the industry by means of the internet / María P. Salmador, Eduardo Bueno -- An emotion-based view of strategic renewal / Quy Nguyen Huy -- Top managers and the product improvement process / C. Annique Un, Alvaro Cuervo-Cazurra -- Business & Economics Management Business strategy Strategic planning |
| title | Strategy process |
| title_auth | Strategy process |
| title_exact_search | Strategy process |
| title_exact_search_txtP | Strategy process |
| title_full | Strategy process edited by Gabriel Szulanski, Joe Porac, Yves Doz |
| title_fullStr | Strategy process edited by Gabriel Szulanski, Joe Porac, Yves Doz |
| title_full_unstemmed | Strategy process edited by Gabriel Szulanski, Joe Porac, Yves Doz |
| title_short | Strategy process |
| title_sort | strategy process |
| topic | Business & Economics Management Business strategy Strategic planning |
| topic_facet | Business & Economics Business strategy Strategic planning |
| url | https://www.emerald.com/insight/publication/doi/10.1016/S0742-3322(2005)22 |
| work_keys_str_mv | AT dozyves strategyprocess AT gabrielszulanski strategyprocess AT poracjoe strategyprocess |