The Experts below are selected from a list of 680754 Experts worldwide ranked by ideXlab platform

Steven W. Floyd - One of the best experts on this subject based on the ideXlab platform.

  • the middle management perspective on Strategy Process contributions synthesis and future research
    Journal of Management, 2008
    Co-Authors: Bill Wooldridge, Torsten Schmid, Steven W. Floyd
    Abstract:

    During the past 25 years, a substantial amount of research in strategic management has focused on the contributions of middle management. Although useful, the research is characterized by considerable diversity in terms of focal constructs and relationships. The purpose of this review is to organize this research and identify important constructs, relationships, and contributions. The review serves not only to catalog the state of the art and accumulate knowledge; it also facilitates the critique necessary for charting directions and enhancing the cumulative nature of future research.

  • Innovating Strategy Process
    2005
    Co-Authors: Steven W. Floyd, Johan Roos, Claus Dietrich Jacobs, Franz W. Kellermanns
    Abstract:

    Innovating Strategy Process presents a series of reflective essays by established and emerging scholars on the subject of innovation, considering it both as an outcome of Strategy and as a Process in itself. Contains new ideas and rich case descriptions that will trigger creative thinking about how to design a more innovative Strategy Process. Offers new conceptual frameworks for analyzing and designing Strategy Process. Addresses cutting-edge topics, such as play as the means and art as the impetus for Strategy-making; the role of emotion in new venture decision-making; and science and entrepreneurship as a source of innovative strategies. Signals the future direction of the field.

  • Managerial Involvement and Perceptions of Strategy Process
    Long Range Planning, 2004
    Co-Authors: Nardine Collier, Francis Fishwick, Steven W. Floyd
    Abstract:

    Prior academic research attests to both positive and negative effects of involvement on the Process of developing Strategy. On the one hand, it has been argued that involvement strengthens shared vision, increases rationality and improves adaptiveness in Strategy-making. On the other hand, involvement is said to lead to intense political behaviour, increased cultural inertia and more constraints in the Strategy Process. The purpose of this study is to investigate the relative importance of these effects. In a survey of over 6,000 managers, we find that their reported levels of involvement are positively associated with perceptions of Strategy development Processes that are more rational, more focused by a shared vision, and more adaptive. In addition, involvement is negatively associated with statements describing the Process as top-down, influenced by politics and slowed by internal culture. Moreover, those who are more involved tend to see business and non-business constraints as less important in determining Strategy. We argue that these associations between involvement and desirable features of Strategy Process are important because perceptions are the basis of managerial behaviour. Thus, managers who are more involved in Strategy not only see the Process in a more favourable light but also act in ways that make the Process more effective. The main implication of these findings is that for most organisations increasing involvement improves the Strategy Process.

Torsten Schmid - One of the best experts on this subject based on the ideXlab platform.

  • Middle management and Strategy Process: Toward a pluralistic power perspective
    2017
    Co-Authors: Torsten Schmid
    Abstract:

    This chapter suggests an “alternative template” approach as a method for adding new insight into empirical phenomena. The chapter begins with a review of the literature on power and middle managers’ role in Strategy making, organized around three key themes: middle managers as resisters of top-down Strategy, middle managers as politically skilled change agents, and strategic empowerment. Following this review, the chapter presents an empirically derived case vignette to examine middle management power dynamics through three alternative theoretical lenses. This pluralistic approach demonstrates the utility of examining phenomena through multiple lenses to challenge, enrich and elaborate extant knowledge. This thinking is used to introduce three research “moves” (enriching, problematizing and elaborating) that add new insight into the middle management perspective and advance the emergence of a pluralistic theory of power.

  • the middle management perspective on Strategy Process contributions synthesis and future research
    Journal of Management, 2008
    Co-Authors: Bill Wooldridge, Torsten Schmid, Steven W. Floyd
    Abstract:

    During the past 25 years, a substantial amount of research in strategic management has focused on the contributions of middle management. Although useful, the research is characterized by considerable diversity in terms of focal constructs and relationships. The purpose of this review is to organize this research and identify important constructs, relationships, and contributions. The review serves not only to catalog the state of the art and accumulate knowledge; it also facilitates the critique necessary for charting directions and enhancing the cumulative nature of future research.

Yves L. Doz - One of the best experts on this subject based on the ideXlab platform.

  • Strategy Process research focusing on corporate self renewal
    Southern Medical Journal, 1992
    Co-Authors: Balaji S. Chakravarthy, Yves L. Doz
    Abstract:

    In this introduction to the Special Issue on Strategy Process Research the guest editors suggest that the future research in this subfieid should be more holistic, emphasize more team work, focus more on corporate managers and be more supportive of action research methodologies. This introductory essay also reviews briefly the important contributions to date of Strategy Process research and provides a short summary of the papers that were selected for the special issue.

  • Strategy Process research: Focusing on corporate self‐renewal
    Strategic Management Journal, 1992
    Co-Authors: Balaji S. Chakravarthy, Yves L. Doz
    Abstract:

    In this introduction to the Special Issue on Strategy Process Research the guest editors suggest that the future research in this subfieid should be more holistic, emphasize more team work, focus more on corporate managers and be more supportive of action research methodologies. This introductory essay also reviews briefly the important contributions to date of Strategy Process research and provides a short summary of the papers that were selected for the special issue.

Bill Wooldridge - One of the best experts on this subject based on the ideXlab platform.

Andrew Pettigrew - One of the best experts on this subject based on the ideXlab platform.

  • The Character and Significance of Strategy Process Research
    Strategic Management Journal, 1992
    Co-Authors: Andrew Pettigrew
    Abstract:

    This essay discusses the character and significance of Strategy Process research. Process research in strategic management is paradigmatically diverse and empirically complex. Strategy Process research has been narrow in its focus and its undoubted contribution has sometimes been obscured by the lack of explicit discourse about its analytical foundations. The essay draws on a wide range of social science ideas to lay out a set of internally consistent insights and assumptions to guide thinking and empirical inquiry about the analysis of Process issues in strategic management. The essay also provides a guide to the eight papers contained in this special issue.