Ulteriori informazioni
Enduring scholarly interest in the process of strategy making stems from an assumption that some ways of strategizing are more efficacious than others, and thus lead to higher firm performance in the long run. This volume explores a less visible side of the strategy process field, its sixteen chapters represent strategy process research.
Sommario
Editors' Introduction. (G. Szulanski, J. Porac, Y. Doz). Cognitive and Emotional Foundations of Strategy Making. An Emotion-based View of Strategic Renewal. (Q. Nguyen Huy). An Attention-Based Theory of Strategy Formulation: Linking Micro and Macro Perspectives in Strategy Processes. (W. Ocasio, J. Joseph). Top Managerial Cognitions, Past Performance, and Strategic Change: A Theoretical Framework. (J. Haleblian, N. Rajagopalan). Sequence of Thinking and Acting in Strategy-Making. (J. Ignacio Canales, (J. Vila). Interorganizational Monitoring: Process, Choices, and Outcomes. (G. Labianca, J.F. Fairbank). Institutional and Resource Foundations of Strategy Making. Adaptive and Creative Strategy Logics in Strategy Processes. (P. Regner). The Development of the Resource-Based Firm Between Value Appropriation and Value Creation. (A. Mocciaro Li Destri, G. Battista Dagnino). Managing the MNC and Exploitation/Exploration Dilemma: From Static Balance to Dynamic Oscillation. (C. Thomas, R. Kaminska-Labbe, B. McKelvey). Contemporary Empirical Studies of Strategy Making. Communication Dissonnance and Pragmatic Failures in Strategic Processes: The Case of Cross-Border Acquisitions. (O. 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. (M.P. Salmador, E. Bueno). Top Managers and the Product Improvement Process. (C. Annique Un, A. Cuervo-Cazurra). Strategy Content and Process in the Context of E-Business Performance. (T.R. Coltman, T.M. Devinney, D.F. Midgley). Emergent Strategies and their Consequences: A Process Study of Competiton and Complex Decision-Making. (Q.R. Jett, J.M. George). Meta-Commentaries on Methodologies for Strategy Process Research. Comparative Causal Analysis in Processual Strategy Research: A Study of Causal Methanisms in Organizational Decline and Turnarounds. (K. Pajunen). Future Directions from the Past: Management and Accounting Discourse in Historial Perspective. (L. Zan). Practices of Organizing: Inside and Outside the Processes of Change. (E. Molloy, R. Whittington).
Riassunto
Enduring scholarly interest in the process of strategy making stems from an assumption that some ways of strategizing are more efficacious than others, and thus lead to higher firm performance in the long run. This volume explores a less visible side of the strategy process field, its sixteen chapters represent strategy process research.
