CEO or Board Dominance? Uncovering the strategy-making process

2021 ◽  
Vol 2021 (1) ◽  
pp. 14214
Author(s):  
MOHAMMADSADEGH HASHEMI ◽  
Amin Moeinian ◽  
Mahdi Ebrahimi ◽  
Taieb Hafsi
Keyword(s):  
Strategy Making

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.

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.

An Integrative Framework for Strategy-Making Processes

1992 ◽  
Vol 17 (2) ◽  
pp. 327 ◽  
Author(s):  
Stuart L. Hart
Keyword(s):  
Integrative Framework ◽  
Strategy Making

scholarly journals Sources of Selection in Strategy Making

2014 ◽  
Vol 52 (1) ◽  
pp. 1-31 ◽  
Author(s):  
J. Ignacio Canales
Keyword(s):  
Strategy Making

STRATEGIC AND OPERATIVE LEVEL FRONT-END INNOVATION ACTIVITIES — INTEGRATION PERSPECTIVE

2007 ◽  
Vol 04 (04) ◽  
pp. 433-456 ◽  
Author(s):  
JARNO POSKELA
Keyword(s):  
Decision Making ◽  
Product Innovation ◽  
Innovation Process ◽  
Business Strategies ◽  
Innovation Activities ◽  
Front End ◽  
Top Managers ◽  
Critical Phase ◽  
Strategy Making ◽  
Target Markets

The front-end phase is in the literature generally regarded as the most critical phase of the innovation process. Front-end management has a strategic nature since important decisions related e.g. to target markets and the main functionalities of products are done in the front-end phase. This article examines how the integration of strategic and operative level front-end activities is perceived by top managers in the product innovation context. The findings indicate that companies exploit different strategy-making processes, and that each strategy-making mode is prone to particular integration challenges. The results show that the effectiveness of integration of strategic and operative level front-end activities is dependent on the level of concreteness of the defined business strategies, the amount of business-minded decision making, and the balance between control and creativity.

Sign in / Sign up

Export Citation Format

Share Document