Contrasting Perspectives of Strategy Making: Applications in         'Hyper' Environments

Selsky, John W.; Goes, J.; Babüroğlu, Oğuz N.

doi:10.1177/0170840607067681

Cited by 28 publications

(41 citation statements)

References 0 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…Abrahamson and Fairchild, 1999;Mazza and Alvarez, 2000). In this sense, our theory is also in line with Hilgartner and Bosk's (1988) view of the rise and fall of social problems, whereby social problems are seen to emerge as a result of feedback processes not only within communities or arenas, but also across various public arenas-eventually contaminating the whole field (see also Selsky et al, 2007). Finally, we also add to the accounts of the 'financialization' or 'economization' of contemporary society, wherein the financial market forces operating 'outside' and 'inside' non-financial corporations are becoming increasingly arbitrary (Krippner, 2005, p. 202).…”

Section: Contributions To Researchsupporting

confidence: 72%

Explaining corporate short-termism: self-reinforcing processes and biases among investors, the media and corporate managers

Aspara

Pajunen

Tikkanen

et al. 2014

Socio-Economic Review

View full text Add to dashboard Cite

Based on the related literature in economics, organizational sociology and the sociology of finance, this article constructs a novel conceptual explanation for corporate short-termism, that is, the tendency of corporate managers to sacrifice long-term investments to improve short-term earnings (STEs). We theorize about how such corporate short-termism emerges, at least partly, from systemic, self-reinforcing processes across various communities of actors including investors, the media and managers themselves. In doing so, we refute the common notion that corporate short-termism is caused by an inherent preference of investors or other actors to focus on STEs. Consequently, the systemic perspective offered by this article questions some conventional assumptions about the roots of corporate short-termism and emphasizes the influence of coordination mechanisms and behavioural biases in giving rise to self-reinforcing loops.

show abstract

Section: Contributions To Researchsupporting

confidence: 72%

Explaining corporate short-termism: self-reinforcing processes and biases among investors, the media and corporate managers

Aspara

Pajunen

Tikkanen

et al. 2014

Socio-Economic Review

View full text Add to dashboard Cite

show abstract

“…In 1993, Whittington organized strategy into four broad groupings namely Classical, Evolutionary, Processual and Systemic along two dimensions-whether companies aim for profit maximizing or pluralistic outcomes, and whether strategy is deliberate or emergent [23] as shown in Figure 2 below. Strategy can also be divided into two main groups namely neoclassical and socio-ecological [24]. The competitive activity among firms is the emphasis of neoclassical approaches [25]- [28].…”

Section: Classifications Of Strategymentioning

confidence: 99%

The Applicability of the Learning School Model of Strategy Formulation (Strategy Formulation as an Emergent Process)

Quaye¹,

Osei²,

Sarbah³

et al. 2015

OJBM

View full text Add to dashboard Cite

Great strategies are worth nothing if they cannot be implemented [1]. It can be extended to say that better to implement effectively a second grade strategy than to ruin a first class strategy with ineffective implementation [2]. Thus, effective implementation of strategies is important to the success of every entity. There are many ways of classifications of strategy. However, there are ten schools of thought that dominate recent thinking on strategy. These ten schools or models of strategy formulation were proposed by Henry Mintzberg, Bruce Ahlstrand and Joseph Lampel in their book "Strategy Safari: A Guided Tour through the Wilds of Strategic Management". The "learning school" is one of these schools. From the perspective of this school, there is the emergence of strategies as people act individually but most of the time through concerted efforts, learning about a phenomenon as well as their entity's competence in dealing with it. There are criticisms of this model saying there is the danger of going to the opposite extreme which may result in no strategy, lost strategy or wrong strategy. However, the study provides insight into the adoption and application of this strategy as well as the enormous benefits that accrue to learning organizations. The authors, having reviewed a vast number of literature, have summarized the concept of the learning school as "all hands-on-deck phenomenon" where individuals or employees are empowered in teams to improve their desire and ability to create and explore what they want in order to understand and manage the organization and its task environment.

show abstract

“…2010; McGrath 2013; Selsky et al . 2007). This proliferation of intellectual attention suggests that TCA has turned into an emerging research area in strategic management.…”

Section: Introductionmentioning

confidence: 99%

Temporary Competitive Advantage: A State‐of‐the‐Art Literature Review and Research Directions

Dagnino

Picone

Ferrigno

2020

Int J Management Reviews

View full text Add to dashboard Cite

In many industries, the traditional sources of competitive advantage tend to evaporate fairly rapidly. Therefore, managers need to continually rethink and reformulate their firm strategies. Likewise, scholars have felt compelled to shift the traditional centre of attention from competitive advantage that is sustainable over time to a focus on how firms compete by achieving a series of temporary advantages. However, the proliferation of research on temporary competitive advantage, far from building a solid body of literature, has produced a series of fragmented studies. This condition calls for detecting the state of knowledge in this realm of strategic inquiry. By leveraging the present status of the literature on temporary competitive advantage, we offer a conceptual map of the current inquiry of the antecedents, management, and consequences of temporary competitive advantage. Then, we identify the key implications for strategy theory and discuss the major challenges for cultivating fertile territories in this intriguing area of research.

show abstract

Contrasting Perspectives of Strategy Making: Applications in 'Hyper' Environments

Cited by 28 publications

References 0 publications

Explaining corporate short-termism: self-reinforcing processes and biases among investors, the media and corporate managers

Explaining corporate short-termism: self-reinforcing processes and biases among investors, the media and corporate managers

The Applicability of the Learning School Model of Strategy Formulation (Strategy Formulation as an Emergent Process)

Temporary Competitive Advantage: A State‐of‐the‐Art Literature Review and Research Directions

Contact Info

Product

Resources

About