Cargando…
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. Expressions of interest in and endorsements of the strategy process are abundant in the adacemic literature. For senior managers and leaders...
| Clasificación: | Libro Electrónico |
|---|---|
| Otros Autores: | , , |
| Formato: | Electrónico eBook |
| Idioma: | Inglés |
| Publicado: |
Amsterdam ; Oxford :
Elsevier JAI,
2005.
|
| Edición: | 1st ed. |
| Colección: | Advances in strategic management ;
v. 22. |
| Temas: | |
| Acceso en línea: | Texto completo |
Tabla de Contenidos:
- 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.