Understanding how the strategy formation process interacts with the management of complex work

Lavarda, Rosália Aldraci Barbosa; Giner, María Teresa Canet; Bonet, Fernando Juan Peris

doi:10.1108/09555341111097991

Cited by 11 publications

(1 citation statement)

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“…In this context, top managers face the complex challenge of interpreting signals and pieces of information from the external environment, which shape their strategic responses (Chattopadhyay et al , 2001; Shepherd et al , 2017). Various studies have described how managers develop such processes (Plambeck and Weber, 2010; Aldraci-Barbosa Lavarda et al , 2011; Miller and Lin, 2015), but studies are lacking on the ways in which certain combinations of human capital attributes may condition these processes. The preliminary results of this study shed light on the effects of SHC at the highest levels of organizations (Finkelstein et al , 2009).…”

Section: Introductionmentioning

confidence: 99%

Human capital in top management teams seen through the lens of senior human resources managers

García-Carbonell

Alcázar

Gardey

2018

EBR

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Purpose Despite the strong influence of Hambrick and Mason’s (1984) seminal work, the effects of top management team (TMT) characteristics on strategic processes remain unclear. This study aims to go beyond the traditional upper echelon theory and to propose a human capital taxonomy of TMTs from the perspective of top human resources managers. Design/methodology/approach The research integrates arguments from the strategic human capital and strategic issue diagnosis literatures. An exploratory cluster analysis was conducted in an attempt to describe different human capital typologies in TMTs in a sample of 120 Spanish companies. Findings The exploratory analysis showed three distinct human capital profiles: “technocratic teams”, “highly skilled teams” and “operational teams”. In addition, this paper provides preliminary results about the effects of each profile in the above taxonomy on strategic issue diagnostic processes, suggesting that “highly skilled teams” present the most appropriate combination of human capital attributes. Practical/implications This analysis provides a guide for top managers regarding the human capital needs they may face when interpreting strategic issues in strategy formation processes. Originality/value This paper makes a twofold contribution to the extant literature: proposing an analysis of TMTs’ human capital from a synergistic perspective (“human capital profiles”) instead of using the traditional “more is better” approach and providing preliminary explanations about how those human capital combinations contribute to success in the strategic issue diagnosis process.

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Section: Introductionmentioning

confidence: 99%

Human capital in top management teams seen through the lens of senior human resources managers

García-Carbonell

Alcázar

Gardey

2018

EBR

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Strategizing and organizing in the innovation process

Gandia

Tourancheau

2015

European Business Review

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If you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information. About Emerald www.emeraldinsight.comEmerald is a global publisher linking research and practice to the benefit of society. The company manages a portfolio of more than 290 journals and over 2,350 books and book series volumes, as well as providing an extensive range of online products and additional customer resources and services.Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the Committee on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation. AbstractPurpose -This paper aims to analyze the strategizing and organizing practices in the innovation process by using a processual approach. Three types of practices are examined: discursive, episodic and administrative. Their arrangement and their influence are also studied in the innovation process. The final objective is to understand the making process of the strategizing/organizing (S/O) duality, which remains today one of the major challenges of the strategy-as-practice. Design/methodology/approach -The paper uses a longitudinal and qualitative methodology applied to a single case study. Primary data are based on 18 semi-directive interviews during a three-year period. Secondary data came from various meeting and reports, Web sites, newspapers and newsletters. Findings -The results show that strategizing and organizing practices are preconditioned by the phases of the innovation process. In the idea generation, commercialization and diffusion phases, strategizing takes precedence over the organizing, whereas in the R&D phase, it is the opposite. In the industrialization phase, strategizing and organizing are carried out simultaneously. Other results highlight the influence between discursive, episodic and administrative practices in the innovation process. Practical implications -This research offers guidance to practitioners of innovation who want to attain a deeper understanding of the innovation-making process and its close ties with strategizing and organizing. Originality/value -The authors empirically validate the making process of the S/O duality and examine the theoretical and empirical relevance of an innovizing concept, when the innovation-making process implicitly generates the production of a new inseparable S/O duality.

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Strategy and practices

Iasbech

Lavarda

2018

IJPSM

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Purpose In analyzing the field of strategic management in public organizations, scholars have noted a lack of studies that investigate how public organizations actually apply strategic management tools (Hansen, 2011) as well as studies that investigate how strategic knowledge is developed and used in practice in public organizations (Bryson et al., 2010). Voicing similar concerns, the 2013 World Health Report pointed out the challenges facing many governments in providing universal health coverage and the importance of conducting new studies that focus on practical approaches using the existing knowledge rather than only investing in research related to new technologies. The purpose of this paper is to analyze how Telemedicine System of Santa Catarina (TSSC)’s strategy has resulted in significant improvements as seen through the lens of structuration theory (ST). Design/methodology/approach The authors support the analysis using the strategy as practice (SAP) framework of practice, praxis and practitioners and the ST of Giddens (1984), using Orlikowski’s (2000) technology in practice framework. The authors have applied a qualitative methodology using a single case study which analyzes a healthcare system that has resulted from a successful cooperation agreement between two public organizations in Brazil. This research is based on the analysis and identification of the structural aspects (interpretative schemes, facilities, norms and stock of knowledge) that are enacted by the practitioners through their practices and praxis. Findings The authors have identified five strategic practitioners that perform six strategic practices and praxis, and have analyzed the structures they enact during their praxis. The authors have also identified the interpretative schemes, norms and facilities that motivate these social practices and how they influence the results of the TSSC. Research limitations/implications As limitations of this study, the authors highlight the focus given to the service provider practitioners, leaving aside the political practitioners and patients. The researcher perception and possible biases must be considered also as a limitation, despite of the efforts to minimize them with the rigor of the methodology and the use of mixed data collection techniques to enable data triangulation. Practical implications This research contributes to a better understanding of the benefits that the practice perspective offers and provides insights into the possible management cooperation between institutions. It also provides substantial evidence of the relationship between SAP and ST as it contributes to the reinforcement of empirical studies using ST. In addition to academic advances, this study contributes to the field by highlighting how the relationship between practices, praxis, practitioners and the existing structures has positively influenced the results of a public healthcare system and by presenting a successful initiative that has helped to improve the public healthcare system. Originality/value The authors believe that this paper will contribute to the field by highlighting how the relationship between practices, praxis, practitioners and existing structures has positively influenced the results of a public healthcare system and the roles played by the human agents involved.

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Understanding how the strategy formation process interacts with the management of complex work

Cited by 11 publications

References 46 publications

Human capital in top management teams seen through the lens of senior human resources managers

Human capital in top management teams seen through the lens of senior human resources managers

Strategizing and organizing in the innovation process

Strategy and practices

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