Innovating Strategy Processes (Strategic Management Society)

✍ Scribed by Steven W. Floyd, Steven Floyd, Franz W. Kellermanns

• Year: 2005
• Tongue: English
• Leaves: 290
• Category: Library

✦ Synopsis

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.

✦ Table of Contents

INNOVATING STRATEGY PROCESS......Page 1
Contents......Page 5
List of Contributors......Page 8
Introduction......Page 12
Part I The Genesis of Innovative Strategy Making......Page 23
1 Entrepreneurial Orientation as a Source of Innovative Strategy......Page 25
2 Entrepreneurship, Organizational Learning, and Capability Building: A Governance Perspective......Page 32
3 Homesteading on the Endless Frontier: Mapping Science to Cultivate Innovation......Page 39
4 The Pre-history of Strategy Processes......Page 45
5 Strategy Formation Effects on Managerial Action......Page 55
6 Strategy Creation as Serious Play......Page 69
7 Strategy as Art: Using a Creative Action-Based Model for Strategy Formulation......Page 78
Part II Contexts for Innovation and Strategy Making......Page 95
8 Critical Issues in Learning Processes......Page 97
9 Rethinking the Strategy Process: A Co-evolutionary Approach......Page 103
10 Distributed Agency and Interactive Emergence......Page 110
11 Making Strategy in the Multi-business Firm......Page 119
12 Explaining the Process of Internationalization by Building Bridges among Existing Models......Page 133
13 Informal Controls at Work: Affecting Behavior Amidst Uncertainty......Page 145
14 The Role of the Social Context for Strategy Making: Examining the Impact of Embeddedness on the Performance of Strategic......Page 157
15 Strategic Consensus and Constructive Confrontation: Unifying Forces in the Resource Accumulation Process......Page 171
Part III Innovative Models of Strategy Process......Page 185
16 What Really is Strategic Process?......Page 187
17 Micro Strategy and Strategizing: Implications for Strategy Process Research......Page 198
18 Strategic Renewal and the Entrepreneurial Mind: The Importance of Cognition and Learning......Page 208
19 Emotional Attachment and Conflict in Strategic Decision Making in New Ventures......Page 221
20 The Search Process and Dimensions of Long-Term Growth......Page 235
Part IV Integrating Theory and Practice......Page 249
21 Strengthening our Practices as an Academic Field of Inquiry......Page 251
22 On the Moral Necessity of Strategy Making......Page 257
23 Reflections on the Field of Strategy......Page 261
24 Regaining Relevance Lost......Page 269
25 I Matter: Remaining the First Person in Strategy Research......Page 274
Index......Page 285