Handbook of Strategy and Management 2006
DOI: 10.4135/9781848608313.n9
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Cited by 40 publications
(56 citation statements)
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“…Indeed attempts to unify several theoretical views of strategy result in interesting, but narrow, conceptions of strategy-for example 'strategising as creation of value-based networks constituted through routines' (Denis et al, 2007). Strategy theorists tend to cluster around these loosely structured frameworks (Teece et al, 1997), forming a 'crazy quilt' of paradigms (Eisenhardt and Zbaracki, 1992) and distinct intellectual camps that engage with only parts of the whole picture of organizational strategy (Mintzberg et al, 1998;Pettigrew et al, 2002), much like blind men describing an elephant (Chakravarthy and White, 2002). Whilst they appear to be in opposition, they are in fact describing the same phenomenon from different angles.…”
Section: Strategic Drift Revisitedmentioning
confidence: 99%
“…Indeed attempts to unify several theoretical views of strategy result in interesting, but narrow, conceptions of strategy-for example 'strategising as creation of value-based networks constituted through routines' (Denis et al, 2007). Strategy theorists tend to cluster around these loosely structured frameworks (Teece et al, 1997), forming a 'crazy quilt' of paradigms (Eisenhardt and Zbaracki, 1992) and distinct intellectual camps that engage with only parts of the whole picture of organizational strategy (Mintzberg et al, 1998;Pettigrew et al, 2002), much like blind men describing an elephant (Chakravarthy and White, 2002). Whilst they appear to be in opposition, they are in fact describing the same phenomenon from different angles.…”
Section: Strategic Drift Revisitedmentioning
confidence: 99%
“…Whereas strategy process research addresses the question of how strategies are formulated, implemented, and evaluated; or generally spoken, how strategies are formed over time (Chakravarthy and White, 2002;Pettigrew, 1992;Van de Ven, 1992), a process perspective on ethical reflection examines how ''ethical'' 80 Michael Behnam and Andreas Rasche decisions are made (Ford and Richardson, 1994;Jones, 1991;Spicer et al, 2004;Trevino, 1986). Both processes have been discussed from a variety of perspectives highlighting different phenomena such as the emergent (Mintzberg, 1994) and political (Pettigrew, 1987) nature of strategizing as well as the issue contingent (Ferrell and Gresham, 1985;Jones, 1991) and deliberate (Hosmer, 1994) nature of ethical decisions.…”
Section: Strategy and Ethical Reflection -A Process Perspectivementioning
confidence: 99%
“…Como ensinam pensadores da área vinculados a diferentes tradições de pensamento, estudar estratégia é estudar os resultados organizacionais (Chakravarthy e White, 2002;Whittington, Johnson e Melin, 2004;Jarzabrowski, 2005), mesmo não partindo de uma epistemologia em que relações de causa-efeito lineares e a noção de intencionalidade sejam pressupostos da análise. Quando se estuda estratégia a partir da prática social, busca-se descobrir quais são os padrões de comportamento coletivos e individuais que se relacionam com os diversos tipos de resultados da organização.…”
Section: Considerações Finaisunclassified