Эксоцман
на главную поиск contacts
Мы не берем все книги по признаку формального соответствия темам. Отбираем лучшее по качеству и релевантности. (подробнее...)
Всего публикаций в данном разделе: 10

Книги

Авторы:
АБВГДЕЖЗИЙК ЛМНОПРСТУФХЦЧШЩЭЮЯ
A B C D EF G H IJ K L M N O P QR S T UV W XYZ
 
Названия:
все АБВ ГДЕЖЗИЙКЛМНОПРСТУФХЦЧШЩЭ ЮЯ
A B C D E F GH I JKLM N O P QR ST U VWXYZ
 

Опубликовано на портале: 28-05-2008
Robert P. Bood
1999
This paper is about the role of scenarios in strategic management. Generally, a scenario depicts some feasible future state of organizational's environment and mostly includes the dynamic sequence of interacting events, conditions and changes that is nessasary to reach that state. The scenario approach changed considerably during the last two deacades. This reflected in the different functions ascribed to scenarios. The more traditional functions (in first generation scenarios) are tool for evaluation and selection of ctrategies, integration of various kinds of data, and exploration and identification of future possibilities. The more recent ones (in second generation scenarios) are making managers aware of environmental uncertainties, stretching of managers' mental models, and triggering and accelerating processes of organizational learning. The paper discusses especially the later cluster of functions wich are closely linked to each other.
By linking the dynamic-development process to Kolb's learning cycle and strategic management, the strategic learning cycle can be enhanced. The strategic learning cycle elucidates a number of bottlenecks that may seriously hinder learning within strategic management. Scenarios seem to dissolve these bottelnecks and in doing so support strategic learning.
ресурс содержит прикрепленный файл

Опубликовано на портале: 25-12-2002
Martha Mador
2002
A wide variety of factors influence the quality of strategic decisions. This research considers one such influence, the Strategic Decision Making process. It explores whether previous theoretical propositions hold in quite different organisations in a very different business environment, namely a University in England. The research examines how a strategic problem was addressed. Interviews with the Top Management Team, supported by documentary evidence, are content analysed for the relevance of the propositions in this new environment. Two cases of decision making, relating to the same problem, in a single university suggest that the propositions are indeed relevant.
ресурс содержит прикрепленный файл

Опубликовано на портале: 25-12-2002
Jose David Vicente Lorente, Jose Angel Zuniga Vicente
2002
The main purpose of this paper is to examine the effect of strategic moves on the likelihood of organizational survival in a population of firms which has undergone continuous and radical transformations in its environment. To this end, the authors propose and test two competitive hypotheses which are the result of two other theoretical perspectives about the consequences of strategic change: the adaptation view (classic strategic management and dynamic capabilities) and the ecological approach. While from the former strategic change has a positive effect on the likelihood of organizational survival, from the ecological approach, strategic change implies an increase in the likelihood of organizational extinction. The sample used to test the two proposed hypotheses is the Spanish private banks population over the period 1983-1997. The results confirm the negative effect of strategic change on the likelihood of organizational extinction, in line with the conclusions of the adaptive perspective and other research carried out in different settings. This paper introduces two important methodological innovations: (a) the definition and measurement of strategic change by using a new cluster algorithm, MCLUST; and (b) the control of the non-observable heterogeneity using panel data models for logit regression.
ресурс содержит прикрепленный файл

Опубликовано на портале: 25-12-2002
Paula Jarzabkowski
2002
This paper draws upon activity theory to analyse an empirical investigation of micro strategy, identified here as strategy as practice, in three UK universities. Activity theory provides a framework of four interactive components from which strategy emerges; the collective structures of the organisation, the primary actors, in this research conceptualised as the top management team (TMT), the practical activities in which they interact and the strategic practices through which interaction is conducted. Using this framework, the paper focuses specifically on the formal practices involved in direction setting, resource allocation, and monitoring and control. Strategic practices are found to be idiosyncratic to the interpretative context in which they are used and this is associated with different patterns of strategy as practice in each institution. Strategic practices are also associated with a tendency towards stability in one case study but are evolving and being reinterpreted in the other two cases. Drawing upon the activity theory framework, this finding is used to model the tendencies for continuity or change in the three case studies, depending upon the way that practices either distribute shared interpretations or mediate between contested interpretations of strategy within the activity system. This modelling is used to examine the relationships between strategic practices and strategy as practice in organisational continuity and change.
ресурс содержит прикрепленный файл

Опубликовано на портале: 25-12-2002
Linda Rouleau
2002
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.
ресурс содержит прикрепленный файл

Опубликовано на портале: 25-12-2002
Angelique Toit
2002
This paper aims to bridge the pluralism which exists in strategy formulation by approaching the subject from the unrelated discipline of postmodernism. At the very heart of the pluralism which has divided both the theoretical and practical approach to strategy is an either/or mentality. What is proposed with the arguments discussed in this research is an and approach to understanding strategy. As will be discussed, this approach does not prescribe or discredit what has gone before, nor is it a restriction of the diversity advocated. On the contrary, it recognises current and previous theories and applications to strategy forming the necessary parts of what collectively depicts the pastiche nature of strategy formulation. Every one of the different approaches to strategy has or had a role to play in the creation of the field of strategy. But this paper demonstrate the dominance of the functionalist approach to strategic formulation. Such a belief is underpinne by assumptions based on an objective reality which exists external to the organisation.
ресурс содержит прикрепленный файл

Опубликовано на портале: 25-12-2002
Fredrik Tell
2002
This paper explores the notion of corporate coherence by relating it to models of experiential learning. It is suggested that corporate coherence is a determinant of strategic direction and competitive advantages of firms. Moreover, the composition of learning activities implies the range and extent of corporate coherence, due to various problems associated with myopia of learning (Levinthal and March 1993). The paper specifies a model for analyzing corporate coherence in a learning framework. The paper suggests that corporate coherence, while being a necessary component in understanding strategic management, is a multi-faceted concept. It implies multi-level learning, where learning substitution (due to simplification and specialization) takes place both within each learning activity, as well as between activities.
ресурс содержит прикрепленный файл

Опубликовано на портале: 25-12-2002
Patrick Regner
2002
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.
ресурс содержит прикрепленный файл

Опубликовано на портале: 25-12-2002
Tony Bovaird
2002
This paper looks at ways in which a framework for strategy evaluation can be constructed which is consistent with the adaptive and interpretive schools of strategic management. It suggests that some of the key instruments in the rational planning toolkit can be reinterpreted as methods for managing power and uncertainty in a multi-stakeholder environment.
ресурс содержит прикрепленный файл

Опубликовано на портале: 25-12-2002
Miguel A. Rodriguez, Joan Enric Ricart, Pablo Sanchez
2002
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.
ресурс содержит прикрепленный файл