scholarly journals Environmental And Structural Influences On The Strategy-Making Process Of Banks

2011 ◽  
Vol 9 (3) ◽  
pp. 58 ◽  
Author(s):  
Christine S. Koberg ◽  
Linda F. Tegarden ◽  
William D. Wilsted
Keyword(s):  
Environmental Heterogeneity ◽  
Environmental Dynamism ◽  
Structural Variable ◽  
Strategy Making

This study investigated the effects of perceived environmental dynamism, heterogeneity, and resource munificence, as well as two structural characteristicsformalization and centralizationon the strategy-making variables of assertiveness and rationality. Finding from 59 banks indicated that perceived environmental heterogeneity and munificence were both positively related to the assertiveness and rationality of strategy-making, whereas perceived dynamism was negatively related to rationality. Formalization, a structural variable, was found to contribute the most to strategy-making.

scholarly journals Environmental Heterogeneity, Strategy-Making, Structure And Small Business Performance: A Path Analytic Model

2011 ◽  
Vol 7 (2) ◽  
pp. 38 ◽  
Author(s):  
Osita C. Nwachukwu ◽  
John Tsalikis
Keyword(s):  
Economic Performance ◽  
Business Performance ◽  
Small Firms ◽  
Environmental Heterogeneity ◽  
Structural Integration ◽  
Using Data ◽  
Research Propositions ◽  
Small Business Performance ◽  
Practical Implications ◽  
Strategy Making

A casual model of relationships among environmental heterogeneity, proactivity in strategy-making, structural integration, and economic performance was developed and tested using data from 100 small firms. Our analysis supported some of the research propositions, and a number of indirect relationships. Conclusions and practical implications are discussed.

Eternal Today

2018 ◽  
Author(s):  
Jenni Myllykoski ◽  
Anniina Rantakari
Keyword(s):  
Real Time ◽  
Constitutive Relation ◽  
Human Agency ◽  
Fundamental Characteristic ◽  
Time Study ◽  
Software Company ◽  
Present Experience ◽  
Managerial Strategy ◽  
Over Time ◽  
Strategy Making

This chapter focuses on temporality in managerial strategy making. It adopts an ‘in-time’ view to examine strategy making as the fluidity of the present experience and draws on a longitudinal, real-time study in a small Finnish software company. It shows five manifestations of ‘in-time’ processuality in strategy making, and identifies a temporality paradox that arises from the engagement of managers with two contradictory times: constructed linear ‘over time’ and experienced, becoming ‘in time’. These findings lead to the re-evaluation of the nature of intention in strategy making, and the authors elaborate the constitutive relation between time as ‘the passage of nature’ and human agency. Consequently, they argue that temporality should not be treated merely as an objective background or a subjective managerial orientation, but as a fundamental characteristic of processuality that defines the dynamics of strategy making.

Environmental Heterogeneity, Genetic Polymorphism, and Reproductive Strategies

1981 ◽  
Vol 118 (1) ◽  
pp. 129-134 ◽  
Author(s):  
M. J. McLeod ◽  
D. J. Hornbach ◽  
S. I. Guttman ◽  
C. M. Way ◽  
A. J. Burky
Keyword(s):  
Genetic Polymorphism ◽  
Reproductive Strategies ◽  
Environmental Heterogeneity

Preparing Organizations for Greater Turbulence

2021 ◽  
pp. 000812562110220
Author(s):  
Paul J. H. Schoemaker ◽  
George Day
Keyword(s):  
Leadership Team ◽  
Strong Commitment ◽  
Strategy Making

Vigilant organizations excel at seeing looming threats and embryonic opportunities sooner than rivals, which prepares them to act faster when needed. Four drivers distinguish vigilant from vulnerable organizations, which can be used to design a roadmap to improve organizational acuity and preparedness. The fulcrum of these changes rests with the leadership team by demonstrating a strong commitment to vigilance at all levels, and reinforcing this by making targeted investments in foresight capabilities. These strategic moves also need to be supported by corresponding changes in the strategy-making process and by ensuring accountability and coordination of vigilance activities throughout the enterprise.

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