Life cycles of organizational ‘bottom‐up’ development ideas

Forssén, Minna

doi:10.1002/kpm.126

Cited by 5 publications

(2 citation statements)

References 27 publications

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“…This means that high resource flexibility increases the reluctance to new strategy, even to the time spent on changing new strategy. Hence, resource flexibility undermines effect of bottom-up ideas (Forssén, 2001).…”

Section: Strategic Flexibility and Strategic Changementioning

confidence: 99%

Bottom-up learning, strategic flexibility and strategic change

Wei

2017

JOCM

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Purpose How do firms make effective strategic change when competitive advantage deteriorates fast in a dynamic environment? Based on information-processing theory and organizational inertia theory, the purpose of this paper is to investigate how bottom-up learning affects the speed and magnitude of strategic change and if these relationships are contingent on strategic flexibility. Design/methodology/approach Using data of 213 firms in China, the authors conduct an empirical test of hypotheses through a stepwise multivariate regression approach. Findings The empirical study suggests that resource flexibility weakens the positive relationship between bottom-up learning and the speed of strategic change while strengthens the impact of bottom-up learning on the magnitude of strategic change. In addition, coordination flexibility strengthens the positive impact of bottom-up learning on the speed and magnitude of strategic change. Originality/value The findings not only provide a more nuanced and in-depth understanding of strategic change, but also offer strong guidance for firms on how to make better use of strategic flexibility in order to benefit from bottom-up learning.

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Section: Strategic Flexibility and Strategic Changementioning

confidence: 99%

Bottom-up learning, strategic flexibility and strategic change

Wei

2017

JOCM

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“…Functional units, their processes and responsibilities are articulated in such a way as to ensure that they contribute to meeting process outcomes through facilitating cross-functional interaction (Forssén, 2001;Navaratnam and Harris, 1995).…”

Section: The Effect Of the Internal Environment On Processmentioning

confidence: 99%

Managing organisations through a process‐based perspective: its challenges and benefits

Kiraka

Manning

2005

Knowl Process Manag

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The argument presented in this paper is that a process-based view is useful for identifying good management practices because of its holistic multidimensional view of organisations. A process-based view involves identifying both the external and internal factors of the organisation's environment that affect processes. With regard to the external environment two forces driving processes are discussed: (1) processes involve responding to the macro-and task-environment influences; (2) processes focus on stakeholder satisfaction. With respect to the internal environment, the relationship between processes and the internal environment is twofold: (1) processes drive or are driven by the strategy of the organisation; (2) processes determine or should determine organisational structure. The theoretical model developed provides a useful tool for managers to consider in their thinking about and planning for their organisations.

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Collective Intelligence and Practice-Based Innovation: An Idea Evaluation Method Based on Collective Intelligence

Salminen

Harmaakorpi

2011

Practice-Based Innovation: Insights, Applications and Policy Implications

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Life cycles of organizational ‘bottom‐up’ development ideas

Cited by 5 publications

References 27 publications

Bottom-up learning, strategic flexibility and strategic change

Bottom-up learning, strategic flexibility and strategic change

Managing organisations through a process‐based perspective: its challenges and benefits

Collective Intelligence and Practice-Based Innovation: An Idea Evaluation Method Based on Collective Intelligence

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