Всего публикаций в данном разделе: 7
Опубликовано на портале: 11-12-2002Adrian Atilio Caldart, Joan Enric Ricart
During the last years a debate has raged within the field of Strategic Management between a rational view (IO, Positioning School, Strategic Planning, Cybernetics) and a Complex Adaptive Systems (CAS) view (Emergent strategies,complexity theory, chaos theory) of the field. This paper attempts to shed some light around an issue which must be clarified for the better development of such debate. Being the CAS view a response to the new realities of environmental turbulence, it was discussed which are the behavioral sources of such turbulence in order to clarify if such phenomena is a qualitatively new reality of business environments, or simply a contingent but circumstantial feature affecting many industries. For this purpose, the authors introduced and applied a theoretical model that conceives the strategy of the firm, as a dialectic process in a situation of conflict.
Опубликовано на портале: 05-01-2003Bente R. Lowendahl, Oivind Revang
One of the most important and difficult challenges in dynamic competitive environments is the question of how the organization is structured in order to achieve efficiency, agility, and adaptability simultaneously. This paper presents an effort at theory development, based on in-depth studies of highly knowledge intensive firms, and we propose three key dimensions driving the complexity of organizing: the extent to which tasks (activities) are predefinable ex ante (formerly described as task characteristics), the degree of interdependence between tasks, subtasks, and the people performing the tasks, and the type of coordination required.
Опубликовано на портале: 05-01-2003Kurt Matzler, Birgit Renzl
Several studies found significant differences between the US American and European management research. Since these studies included only journals published in English language, particularities of German management research are not taken into consideration. In this study a comparative content analysis of all articles in the leading four US American, European (in English language) and German management journals published in 2000 was conducted. The following items were analyzed: research patterns (theoretical versus empirical; and if empirical, nomothetic or idiographic), purpose and data collection methods, and collaborative behavior of authors (international cooperation, national and cooperation within the same university) in the respective geographic areas. On all these variables, clear differences were found.
Опубликовано на портале: 25-12-2002Patrick Regner
This paper examines how managers create and develop strategy in practice. It reports findings of an in-depth investigation of managerial activities and associated learning dynamics in strategy creation, the generation and development of radically new strategies. Managerial and learning activities on different organizational levels, their influence on strategy development, and relationship to strategic change are examined. A dual longitudinal case methodology, including a single in-depth case study combined with a multiple retrospective case study is used, involving four multinational companies. The findings show a twofold character of strategy creation including an adaptive and a creative strategy motor of strategic change involving fundamentally different learning dynamics, reflecting their diverse location and social embeddedness. Adaptive learning dynamics were based on exploitation and refinement of prevailing industry and resource structures and involved a deductive reasoning or sensemaking as regards strategy, including knowledge assimilation activities such as formal intelligence and routine experiences. Creative learning dynamics evolved in the periphery of the organizations and were more remote from existing values and beliefs. They predominantly involved exploration and inductive sensemaking, including activities like informal noticing and creative experiments. The exploration/exploitation trade off interaction between the two strategy motors resulted in tension, which finally triggered strategic change.
Sustainable Development and Sustainability of Competitive Advantage: A Dynamic and Sustainable View of the Firm [книги]
Опубликовано на портале: 25-12-2002Miguel A. Rodriguez, Joan Enric Ricart, Pablo Sanchez
Does the need for sustainable development hinder businesses ability to create value? Is firms competitiveness negatively affected by considering that need? After quickly reviewing the main literature contributions on the relationship between business and society, and drawing from resource-based view of the firm and sustainable development literature, this paper presents a proposal for a dynamic and sustainable view of the firm. It shows how considering the changes introduced into the competitive landscape by sustainable development influences the way in which companies develop their resources, capabilities and activities, fostering the persistence of competitive advantages based on knowledge and innovation.
Strategising in and through micro-practices and social contexts: A structuralist perspective [книги]
Опубликовано на портале: 25-12-2002Linda Rouleau
The structurationist perspective offers a pertinent avenue of reflection for renewing knowledge in strategy. By considering strategy as a structure of social activity, the structurationist perspective provides an understanding of how strategy, through the use of rules and resources, is produced and reproduced in the interactions of knowledgeable and reflexive agents. To illustrate this point of view, the author present two episodes that demonstrate how ties with clientele are transformed in daily life in a top-of-the-line clothing company undergoing reorganisation. Analysis of these episodes highlights three micro-practices of structuration of strategy: translating the orientation, disciplining the client, and justifying the change. The analysis also demonstrates that strategic activity is, by overcoding, embedded in contexts such as industry and society. The paper ends by outlining the elements of a structurationist perspective of strategising.
Dependency Without Patronage: What Network Organization Can Learn from Managerial Network Dynamics in a Matrix Organization [книги]
Опубликовано на портале: 11-12-2002Andrej Rus
This paper aims to explain the dynamics of interpersonal relationships in a matrix organization in order to offer clues for understanding the roadblocks in building a modern network organization. The emphasis on interpersonal dynamics is not new after all it was a central concern of human relations school but systematic research has been scarce. With the advances in social network analysis pioneered by Burt (1982) it became possible to take a fresh view on interpersonal dynamics in organizations.