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Strategy process

Record Type:	Electronic resources : Monograph/item
Title/Author:	Strategy process/ edited by Gabriel Szulanski, Joe Porac, Yves Doz.
other author:	Gabriel Szulanski.
Published:	Bingley, U.K. :Emerald, : 2005.,
Description:	1 online resource (xxxv, 515 p.).
Subject:	Business & Economics - Management. -
Online resource:	http://www.emeraldinsight.com/0742-3322/22
ISBN:	9781849503402 (electronic bk.)

Strategy process
Strategy process[electronic resource] /edited by Gabriel Szulanski, Joe Porac, Yves Doz. - Bingley, U.K. :Emerald,2005. - 1 online resource (xxxv, 515 p.). - Advances in strategic management,v. 220742-3322 ;. - Advances in strategic management ;v. 28..

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 logicsin strategy processes / Patrick Regnér -- Managing theMNC 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-basedview of strategic renewal / Quy Nguyen Huy --Top managers and the product improvement process / C. Annique Un, Alvaro Cuervo-Cazurra -- Strategycontent and process in the context of e-business performance / TimR. 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 -- Sequence of thinking and acting in strategy-making / J. Ignacio Canales, Joaquim Viláa -- Strategy process : introduction to the volume / Gabriel Szulanski, Joseph Porac, Yves Doz.

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 makeeffective 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 haveknown many moments of exhilaration and disillusion. Scholarly insights took long toaccumulate, 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 agradual, 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.

ISBN: 9781849503402 (electronic bk.)Subjects--Topical Terms:

332633
Business & Economics
--Management.

LC Class. No.: HB30.28 / .S77 2005

Dewey Class. No.: 658.4012

Universal Decimal Class. No.: 005.71

Strategy process
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520 $a 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 makeeffective 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 haveknown many moments of exhilaration and disillusion. Scholarly insights took long toaccumulate, 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 agradual, 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.
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