Practice Perspectives on Strategy: Unifying and Developing a Field.

Whttington, Richard

doi:10.5465/apbpp.2002.7517994

Cited by 79 publications

(103 citation statements)

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“…Diversos académicos, (entre eles, Whittington, 1996Whittington, , 2002, têm investigado a possibilidade de a chave do sucesso organizacional estar contida nos detalhes de nível micro, os quais permitirão uma maior vantagem competitiva por serem invisíveis a terceiros. Por outro lado, regista-se um crescente interesse em pesquisar o como estas práticas são desenvolvidas e como constituem o processo estratégico, também designado por estrategizar, conforme o fazem Whittington, (2002), Wilson e Jarzabkowski (2004), Jarzabkowski e Spee (2009), e Jarzabkowski et al (2007).…”

Section: As "Praxis" E "Practices" Que Constituem O Trabalho Estratégunclassified

As “Praxis” E Práticas Que Constituem O Trabalho Estratégico Dos Consultores: A Análise Do Contexto Português À Luz Do Campo De Pesquisa Da Estratégia-Como-Prática

Costa

António

2017

E&G

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<p>Numa retrospetiva histórica, embora a literatura existente apelide o setor de consultoria de gestão como um setor extraordinário e um fenómeno único no contexto empresarial, sucede que os estudos realizados neste âmbito não trazem para o estado da arte as ações e interações no campo da pesquisa estratégica, nem para o campo de investigação a complexidade social e a ambiguidade causal da visão básica de análise dos recursos. Enfatizando o estudo no domínios H e G da tipologia dos nove domínios da pesquisa da “estratégia-como-prática” e a partir de uma análise empírica sob a forma de entrevistas semiestruturadas e questionários aplicados a consultores de gestão e gestores de PME em Portugal, este artigo visa apresentar um conjunto de ações e orientações estratégicas para os consultores de gestão que os possam conduzir eficientemente na direção de maiores índices de desempenho organizacional.</p>

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Section: As "Praxis" E "Practices" Que Constituem O Trabalho Estratégunclassified

As “Praxis” E Práticas Que Constituem O Trabalho Estratégico Dos Consultores: A Análise Do Contexto Português À Luz Do Campo De Pesquisa Da Estratégia-Como-Prática

Costa

António

2017

E&G

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“…Considering the growing importance of strategic tools in today's unpredictable environment several authors pointed out that there is little research about them (Clark, 1997;Gunn and Williams, 2007;Knott, 2005;Whittington, 2002Whittington, , 2003.…”

Section: Introductionmentioning

confidence: 99%

Strategic tools in China/strategic tools: An investigation into strategy in practice in China

He¹

2012

Afr. J. Bus. Manage.

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In the last decades, we have been observing an increasingly dynamic and turbulent environment, where change seems to be something unavoidable and ubiquitous. This scenario of permanent instability has boosted strategy significance since its object of study is the relationship between organizations and their environment. Besides, the increased complexity agonizes the limitations of human cognition and increases bias in strategic decisions. Under this prism, companies throughout the world search for strategic practices that enable them to handle the environment volatile conditions. Therefore, strategic tools such as SWOT Analysis, Scenario Analysis or Balanced Scorecard have progressively gained importance in organizational life. Some literature also indicates that strategy tools are important to create a sense of organizational direction and to improve strategic thinking. Moreover, companies invest vast amount of resources (for example, time, money, intellectual capital) in acquiring and implementing the tools. There have not been that many studies concerning strategic tools use around the world. For a more meaningful observation of strategic tools use in a wider geographical area we have conducted a strategic tools use survey in Mainland China. The study was spread out to Beijing city, Shaanxi province and Shanxi province and 158 questionnaires were collected. From our survey, we found that SWOT analysis is the most used tool, and followed by PEST Analysis, Brain Storming and Resource Analysis. In addition, our findings in regard to large size companies show that they consider strategic tool increase the rational of the decision making and helped to clarify the strategy of the company.

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“…Rather than merely making use of certain tools in a totally pre-established manner, the organizational players ascribe certain meanings to models, techniques and theories, to put them into practice in a specific manner, which manner is also affected by the power relations within the organization. Thus, the practical point of view on strategy aims to relate the activities and practices conducted by the individuals in the organization with their environmental context in a vertical analysis, as well as relating such activities (processes) with their results (content) in a horizontal analysis (WHITTINGTON, 1996(WHITTINGTON, , 2002a(WHITTINGTON, , 2002b(WHITTINGTON, , 2004(WHITTINGTON, , 2006WHITTINGTON, JOHNSON and MELIN, 2004;WILSON and JARZABKOWSKI, 2004;JOHNSON, LANGLEY, MELIN and WHITTINGTON, 2007), these results not being studied only from a financial standpoint.…”

Section: Introductionmentioning

confidence: 99%

Implementação de Estratégias: Barreiras e Facilitadores Evidenciados na Literatura Brasileira Especializada

Canhada¹,

Rese²

2011

FSRJ

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Practice Perspectives on Strategy: Unifying and Developing a Field.

Cited by 79 publications

References 0 publications

As “Praxis” E Práticas Que Constituem O Trabalho Estratégico Dos Consultores: A Análise Do Contexto Português À Luz Do Campo De Pesquisa Da Estratégia-Como-Prática

As “Praxis” E Práticas Que Constituem O Trabalho Estratégico Dos Consultores: A Análise Do Contexto Português À Luz Do Campo De Pesquisa Da Estratégia-Como-Prática

Strategic tools in China/strategic tools: An investigation into strategy in practice in China

Implementação de Estratégias: Barreiras e Facilitadores Evidenciados na Literatura Brasileira Especializada

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