11 RACC

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Unformatted text preview: not least because such knowledge will help firms overcome the difficulties they have in carrying out intended strategies, and thereby secure desired strategic outcomes. Finally, we are able to state three concluding remarks regarding how strategy is used to guide managers. First, developing strategy with active participation and conceptual deliberation helps to generate a shared understanding around the strategic intent. While promoting participation demands higher organizational effort than a pure top-down approach, it nurtures strategy internalization, which is evoked well beyond the strategy formation stage to guide managerial action. Second, the legitimation mechanism, through which strategic initiatives are brought into being, is a promising construct through which the interplay between top management and organizational members is reflected. Deliberation on ideas, agreement on goals and integration of objectives are the components of this managerial interplay. Finally, we have explored further the effect of induced and autonomous behavior in strategy-making. In doing so, we have proposed that renewal may also take place considering conscious adaptation, provided that both induced and autonomous behaviors interact. Overall, the results of the study emphasize the importance of understanding strategymaking not only as a way to produce strategy, but also as a way to influence managerial action. 23 References Argyris, C, Putman, R, McLain-Smith, D. 1985. Action science: Concepts, methods and skills for research and intervention. Jossey-Bass Pub., San Francisco. Barnard, CI. 1938. The functions of the executive. Harvard University Press, Cambridge Mass. Bartlett, CA, and Ghoshal, S. 1993. “Beyond the m-form: Toward a managerial theory of the firm”, Strategic Management Journal, 14 (Winter special issue), pp. 23-46. Bower, JL. 1970. Managing the resource allocation process: A study of corporate planning and investment. Division of Research, Graduate School of Business Administration, Harvard University, Boston, MA. Boyd, BK, and Salamin, A. 2001. “Strategic reward systems: A contingency model of pay system design”, Strategic Management Journal, 22 (8), pp. 777-792. Burgelman, RA. 1983a. “A model of the interaction of strategic behaviour, corporate context and the concept of strategy.” Academy of Management Review, 8 (1), pp. 61-70. Burgelman, RA. 1983b. “A process model of internal corporate venturing in the diversified major firm”, Administrative Science Quarterly, 28 (2), pp. 223-244. Burgelman, RA. 1983c. “Corporate entrepreneurship and strategic management: Insights from a process study”, Management Science, 29 (12), pp. 1349-1365. Burgelman, RA. 1988. “Strategy making as a social learning process: The case of internal corporate venturing”, Interfaces, Linthicum, 18 (3), pp. 74-86. Burgelman, RA. 1991. “Intraorganizational ecology of strategy making and organizational adaptation: Theory and field research”, Organization Sci...
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