Strategic Issue Management

Ansoff, H. Igor; Kipley, Daniel; Lewis, A. O.; Helm-Stevens, Roxanne; Ansoff, Rick

doi:10.1007/978-3-319-99599-1_19

Cited by 90 publications

(136 citation statements)

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“…Research on strategic issues and strategic issue management systems can be seen as a parallel track to the research on strategic initiatives. It also complements well the work on the annual strategic planning processes of firms by developing an understanding of the processes and systems related to the management of emerging strategic issues (Ansoff, ; Camillus & Datta, ; Dutton & Duncan, ; Dutton, Fahey, & Narayanan, ; Dutton & Ottensmeyer, ; Thomas & McDaniel, ). Strategic issue management research has advanced our understanding of the strategy processes of firms by showing that the categorization of issues as threats or opportunities, for example, plays an important role in deciding whether and how strategic issues should be addressed (Barreto & Patient, ; Chattopadhyay, Glick, & Huber, ; Dutton & Jackson, ; Gartner, Shaver, & Liao, ; Julian & Ofori‐Dankwa, ).…”

Section: Review Of Prior Researchmentioning

confidence: 93%

Strategy processes and practices: Dialogues and intersections

Burgelman

Floyd

Laamanen

et al. 2018

Strategic Management Journal

215

170

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Research Summary: Building on our review of the strategy process and practice research, we identify three ways to see the relationships between the two research traditions: complementary, critical, and combinatory views. We adopt in this special issue the combinatory view, in which activities and processes are seen as closely intertwined aspects of the same phenomena. It is this view that we argue offers both strategy practice and strategy process scholars some of the greatest opportunities for joint research going forward. We develop a combinatory framework for understanding strategy processes and practices (SAPP) and based on that call for more research on (a) temporality, (b) actors and agency, (c) cognition and emotionality, (d) materiality and tools, (e) structures and systems, and (f) language and meaning.

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Section: Review Of Prior Researchmentioning

confidence: 93%

Strategy processes and practices: Dialogues and intersections

Burgelman

Floyd

Laamanen

et al. 2018

Strategic Management Journal

215

170

View full text Add to dashboard Cite

show abstract

“…Strategic issues have important implications for an organization's performance (Ansoff, ; Thomas et al ., ). Research has demonstrated that whether a strategic issue is interpreted as an opportunity or a threat affects an organization's strategic behavior (Julian and Ofori‐Dankwa, ; Plambeck and Weber, ; Barreto, ).…”

Section: Background and Hypothesesmentioning

confidence: 99%

“…Following Jackson and Dutton's () seminal study, research in the strategic decision‐making field has consistently shown that the interpretation of a strategic issue as an opportunity or a threat critically affects strategic behavior in organizations (Julian and Ofori‐Dankwa, ; Plambeck and Weber, ; Barreto, ). In this context, strategic issues are defined as environmental events or developments that might have important implications for an organization's performance (Ansoff, ; Thomas et al ., ). These issues are often ambiguous and their consequences are uncertain.…”

Section: Introductionmentioning

confidence: 99%

Differences in Strategic Issue Interpretation across Cultures – A Socio‐Cognitive Perspective

Wulf

Florian

Meißner

2019

European Management Review

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The framing of strategic issues as opportunities or threats has been shown to significantly affect strategic behavior in organizations. However, whether and how this framing effect differs among executives from different national cultures remains unclear. Building on psychological research on culture and decision-making, we introduce a socio-cognitive approach to culture that offers a more differentiated explanation for the effect of culture on issue interpretation than the traditional values-based approach. We argue that cultural differences in cognitive style affect strategic issue interpretation. However, this impact depends on the framing of the issue. We use a vignette-based decision experiment involving 65 German and 63 Chinese executives to show that cultural differences occur if an issue is framed as a threat but not if it is framed as an opportunity. The socio-cognitive approach to culture opens new avenues for cross-cultural research on strategic issue interpretation in particular and strategic decisionmaking in general.

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“…We focus on more abstract and sophisticated intentions that are formed by organizational decision makers in the course of their work and which lead to certain strategic choices that have an impact on the whole organization. Their intentions are abstract because the strategic choices or issues they deal with are themselves usually broad, unstructured, diffuse, and ill‐defined (Ansoff, ).…”

Section: Managerial Intentionalitymentioning

confidence: 99%

Exploring managerial intentionality

Hutzschenreuter

Han²,

Kleindienst

2019

Manage Decis Econ

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To enable a better understanding of individual and, as a logical extension, organizational behavior, we set forth a theoretical framework of managerial intentionality. At its core are the concepts of desire and belief, which together form intentions. We argue that it is these intentions that may substantially affect strategic choices and, by that, organizational change. Exploring managerial intentionality, we acknowledge a central building block of cognitive science, which contrary to representations and computations has, by and large, been neglected in the management and organization literatures. We use the framework to explore the intrapersonal and interpersonal role of managerial intentionality as well as its effectiveness in an organizational context. We also clarify the differences to related concepts and discuss implications for future research. In doing so, we contribute to the overall objective of increasing our understanding of managerial action and organizational behavior.

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Strategic Issue Management

Cited by 90 publications

References 0 publications

Strategy processes and practices: Dialogues and intersections

Strategy processes and practices: Dialogues and intersections

Differences in Strategic Issue Interpretation across Cultures – A Socio‐Cognitive Perspective

Exploring managerial intentionality

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