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The Role of the Social Context for Strategy-Making: Examining the impact of embeddedness on the performance of strategic initiatives

Autor Karolin Marx
en Limba Engleză Paperback – 28 oct 2004
v Foreword Over the years strategic initiatives have received increasing importance as core vehicles for strategy-making. These coordinated undertakings enable firms to reinforce the current strategy or alter it in order to realign the organization in accordance with changed environmental conditions. Despite the growing importance of strategic initiatives the overall understanding of their professional management is still limited. While previous research has acknowledged the importance of the organizational context for the successful development of strategic initiatives, so far only little research has focused on this important link. Especially the social side of the organizational context has remained under-investigated. Karolin Marx addresses this shortcoming and analyzes the role of the social context, represented by the embeddedness of the initiative team in the intrafirm network, for strategy­ making. As initiatives are pursued by teams, it is reasonable to assume that the type and quality of the team's social relations to other organizational units impacts the thinking and behavior within the team and thus the performance of the initiative.
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Specificații

ISBN-13: 9783824482115
ISBN-10: 3824482118
Pagini: 292
Ilustrații: XV, 274 p. 15 illus.
Dimensiuni: 148 x 210 x 15 mm
Greutate: 0.35 kg
Ediția:Softcover reprint of the original 1st ed. 2004
Editura: Deutscher Universitätsverlag
Colecția Deutscher Universitätsverlag
Locul publicării:Wiesbaden, Germany

Public țintă

Research

Cuprins

1 Introduction.- 1.1 Research objective and research question.- 1.2 Theoretical relevance and contribution.- 1.3 Practical relevance and contribution.- 1.4 Outline of the dissertation.- 2 Theoretical Background.- 2.1 Strategy process research: Developing a basic understanding of the field.- 2.2 Evolutionary theory: The social context as internal selection mechanism.- 2.3 Exploring strategic initiatives: The core vehicles for strategy-making.- 2.4 The social context of strategic initiatives: An embeddedness perspective.- 2.5 Summary and discussion.- 3 Theoretical Model.- 3.1 The core model: The impact of embeddedness on the performance of strategic initiatives.- 3.2 The extended model: Degree of exploration as a key contingency.- 3.3 Summary and discussion.- 4 Methodology.- 4.1 Methodological approach.- 4.2 Research sites.- 4.3 Data collection and sample.- 4.4 Measures.- 4.5 Analytical strategy.- 4.6 Summary and discussion.- 5 Results.- 5.1 Results on the assumptions of multiple regression analysis.- 5.2 Results of the core model.- 5.3 Results of the extended model.- 5.4 Summary and discussion.- 6 Discussion and Implications.- 6.1 Discussion of the results.- 6.2 Implications relating to theory.- 6.3 Implications relating to management practice.- 7 Conclusions.- 7.1 Limitations of the dissertation.- 7.2 Directions for further research.- 7.3 Final conclusion.- Appendices.- References.

Notă biografică

Dr. Karolin Marx war wissenschaftliche Assistentin bei Prof. Dr. Günter Müller-Stewens am Institut für Betriebswirtschaft der Universität St. Gallen. Sie ist als Unternehmensberaterin bei einer international führenden Managementberatung tätig.

Textul de pe ultima copertă

In recent years, a new form of strategy-making has evolved within firms, which focuses on the continuous development of strategic initiatives. Nevertheless, our understanding of the professional management of strategic initiatives remains limited. Why do some initiatives fail to materialize? What role does organizational context, and more specifically its social aspect, play in this process?

Karolin Marx analyzes the impact of the social context, represented by the embeddedness of the initiative teams in the intrafirm network, on the performance of strategic initiatives by studying a sample of 54 corporate strategic initiatives. The results support the significance of the social context for strategy-making. However, it is shown that social relationships are not only positive, but can also impede the successful development of strategic initiatives. Furthermore, it is underscored that exploratory initiatives prosper in a different social setting than their exploitive counterparts. Therefore management should create a balanced environment in which both types of initiatives can develop and survive.

Caracteristici

Die Bedeutung strategischer Prozesse und sozialer Netzwerke in der Unternehmensentwicklung