Strategy-Making in Three Modes

Mintzberg, Henry

doi:10.2307/41164491

Cited by 1,271 publications

(844 citation statements)

References 3 publications

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“…A differentiation strategy would suggest variables centered on product superiority and attributes (Hill 1988;Hrebiniak and Joyce 1985;Jennings and Lumpkin 1992;Miller 1988Miller , 1989White 1986). Furthermore, a strategy may be proactive, looking for measureable opportunities, or reactive, looking for multidimensional problems or threats (Ansoff 1975;Mintzberg 1973). Additionally, variable selection could also be influenced by the impact of risk-taking propensities, culture continuity, risk appetite and tolerance, tolerances for ambiguity, and the influence locus of control (Anderson and Frigo 2012;De Pree 2004;Miller and Toulouse 1986); regardless, continuous strategy innovation, including variable selection, is necessary in turbulent high-velocity markets (D'Aveni et al 2010).…”

Section: Scanning Variablesmentioning

confidence: 99%

Assembling Frameworks for Strategic Innovation Enactment: Enhancing Transformational Agility through Situational Scanning

Bigley

2018

Administrative Sciences

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Although a significant body of knowledge has been created around strategic management that drives change and innovation, there are voids in the literature regarding assembling a flexible and localized environmental scanning (ES) framework needed to assess threats, opportunities, the current environment, and the desired end-state of a global value chain (GVC) with direct linkages to strategic enactment. In this paper, the author describes this gap and develops a capability to create a task plan from a situational ES. The need for ES customization is further validated as a result of the change during a transformation or adaptation, hence the need for a localized feedback mechanism.

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Section: Scanning Variablesmentioning

confidence: 99%

Assembling Frameworks for Strategic Innovation Enactment: Enhancing Transformational Agility through Situational Scanning

Bigley

2018

Administrative Sciences

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“…According to Whittington (1993), the processual school emerged in the 1970s with writers such as Pettigrew (1973Pettigrew ( & 1985 and Mintzberg (1973Mintzberg ( & 1987. This school was greatly influenced by the earlier work of Cyert and March (1963) and Simon (1957Simon ( & 1979.…”

Section: Processual Schoolmentioning

confidence: 99%

Exploring alternative strategic management paradigms in high-growth ethnic and non-ethnic family firms

et al. 2007

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This is the accepted version of the paper.This version of the publication may differ from the final published version. Permanent repository link AbstractThe primary research question examined in this paper is whether ethnic and non-ethnic family firms in the United Kingdom differ in their strategy-making. The paper uses the typology of strategic decision making produced by Whittington (1993) to derive contrasting predictions of strategy-making by ethnic versus non-ethnic firms. Drawing on a questionnaire study of 76 high-growth family firms, and subsequent in-depth fieldwork with 40 of these, the findings show that the ethnic origin of the controlling family has a significant influence in determining the dominance of a particular strategy paradigm. However, successful high-growth family firms are not associated with any particular school of strategy. The influence of family bonding on strategy-making was greater in ethnic family firms than non-ethnic family firms. The advent of the second generation of South Asians in family firms, and closer integration of immigrant and host communities, has not altered these apparent differences. The findings challenge researchers on family firms to adopt a multiple perspective approach to strategymaking.

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“…O postulado de que configura ações que direcionam a empresa em seu ambiente permitiria afirmar que constitui um conjunto de diretrizes para a tomada de decisões organizacionais (MINTZBERG, 1973(MINTZBERG, , 1978OHMAE, 1982). Minzberg (1987a) empenha-se em sintetizar as diversas abordagens ou correntes do pensamento sobre estratégia em cinco dimensões: plano, padrão, posição, perspectiva e pretexto.…”

Section: Caracterização Do Tema Da Pesquisaunclassified

“…A escola da configuração, inicialmente classificada como descritiva, por constituir uma síntese das anteriores, apresenta aspectos prescritivos e descritivos. (MINTZBERG;LAMPEL, 1999;MINTZBERG, AHLSTRAND;LAMPEL, 2000;VASCONCELOS, 2001;grifo nosso). A seguir realiza-se uma breve descrição das dez escolas do pensamento estratégico que encontram-se sintetizadas no quadro 3.…”

Section: Como Pensar a Estratégia Nas Organizações?unclassified

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Processo de criação de estratégias em pequenas empresas: elaboração de um mapa estratégico para empresas de base tecnológica do pólo de São Carlos/SP

Terence¹

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Strategy-Making in Three Modes

Cited by 1,271 publications

References 3 publications

Assembling Frameworks for Strategic Innovation Enactment: Enhancing Transformational Agility through Situational Scanning

Assembling Frameworks for Strategic Innovation Enactment: Enhancing Transformational Agility through Situational Scanning

Exploring alternative strategic management paradigms in high-growth ethnic and non-ethnic family firms

Processo de criação de estratégias em pequenas empresas: elaboração de um mapa estratégico para empresas de base tecnológica do pólo de São Carlos/SP

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