Regardless of the change process level for businesses, employees' participation in the change process is a vital factor. Change as an attempt to question the current order and replace it with a more effective and efficient system requires employees to support and see themselves as part of the process emotionally. The research conducted in this context aims to determine the factors that effect affective commitment to change (ACC). In this context, it aims to guide businesses on which factors they should focus on in their change processes. In the study, a quantitative method was preferred, a questionnaire form was used as the data collection technique, and the data were obtained from healthcare professionals working in the Yozgat Provincial Health Directorate. The results indicated that perception of change (general perception, readiness for change, and being affected by the change) and emotional deprivation have negative effects on affective commitment to change. In contrast, communion striving, teamwork, social companionship and workplace friendship have no meaningful effects on the dependent variable.

This paper aims to understand the strategic meaning of culture as a core competence. In order to fulfill this aim we attempted to understand the effects of cultural values and beliefs on the strategic decision-making process. We used grounded theory method for this inductive qualitative research. We conducted 33 interviews with strategists (business owners and top level managers) from 27 different companies operating in Kayseri OIZ (Organized Industrial Zone) furniture industry. We used conceptual coding procedures to analyze the data. Consequently, we detected a clash of cultural value sets between two different and incompatible cultural value domains named "Western-Rational" and "Muslim-Turkish", in the field. We also observed that the strategists interviewed were facing with this clash both in their business and daily lives and they were exhibiting different behavioral outcomes in the face of this clash. We classified and conceptualized their behavioral outcomes into two behavioral patterns as the Janissary and the Mercenary behaviors. Finally, we observed that cultural values and beliefs (religious, traditional and rational) are operative at all levels of the strategic decision-making process and thus, they have a strong and deep meaning in strategic management processes as core competences.

In this chapter, a university's story of conducting a “brainstorming session for strategy development with future scenarios” process and the steps of this process are presented and examined, in detail. This chapter aims to help managers and scholars know how to conduct a brainstorming session for producing future scenarios for their organizations by explaining the process with a lived example. For this purpose, “Narrative Research Design,” which is one of the qualitative research designs, is chosen for this research study. Consequently, a brief theoretical framework and a step-by-step guide are presented for the related parties.

No abstract

Our main question in this study is, what can we learn from the NBA for the future of Strategy, in terms of strategic agility and strategy? We used “Qualitative Case Study” research design which mostly is based on Husserl’s Phenomenology, to answer this question. Additionally, we introduced the “Firm-Basketball Team Analogy” to draw insightful lessons from the NBA, for practitioners and scholars of strategy. Then, we drew lessons from the NBA by examining three different cases of three different NBA stars and teams. Those lessons revealed connections between certain concepts of Strategy and Strategic Agility, such as strategic decision-making, leadership unity, resource fluidity.