Tracking Strategy in an Entrepreneurial Firm.

Mintzberg, Henry; Waters, James A.

doi:10.2307/256075

Cited by 494 publications

(148 citation statements)

References 4 publications

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“…Thus, the conceptualization of CSR entails an ethical dimension that demands breadth and depth wider and deeper than what we do know now. This is the gap in extant literature that we seek to fill in terms of 95 Critical perspectives on strategic CSR value co-created with international stakeholders when day-to-day ethical responsibility is fused into strategy and into the deliberate planning and implementation processes (Mintzberg and Waters, 1982).…”

Section: Justification For the Articlementioning

confidence: 99%

Critical perspectives on strategic CSR: what is sustainable value co-creation orientation?

Ahen

Zettinig

2015

Critical Perspectives on International Business

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If you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information. About Emerald www.emeraldinsight.comEmerald is a global publisher linking research and practice to the benefit of society. The company manages a portfolio of more than 290 journals and over 2,350 books and book series volumes, as well as providing an extensive range of online products and additional customer resources and services.Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the Committee on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation. AbstractPurpose -This purpose of this paper is to integrate corporate responsibility (CR) doctrine into corporate strategy by problematizing existing notions of traditional corporate social responsibility. We provide a theoretical and empirical basis for the proposition that the bridge between CR and corporate irresponsibility is the embeddedness of strategic decisions in ethically oriented corporate practices toward sustainable value co-creation. Design/methodology/approach -Analysis was performed by meta-theoretical and economic philosophical approaches. The contemporary trends which have led to the institutionalization of sustainability questions, are explained. Special attention is paid to the historical, cultural and the international institutional context within which organizational culture becomes saturated with deviance. Findings -The main thrust is that competitive advantage, legitimacy for survival and success of the international firm in the 21st century hinges on innovative value co-creation that meets sustainability pressures and institutional expectations. Research limitations/implications -The research approach opens itself to debate. No generalizability claims are made but the propositions and conceptual framework seek to direct the CR discourse to engage seriously with cooperative investments for sustainable value creation. Originality/value -This paper contributes to the debate on CR, global sustainability and the role of international firms in society. It offers clarity in the confusion and fills a theoretical gap through a novel conceptualization of strategic corporate responsibility. Here, consumer, environmental and institutional orientation rather than producer orientation form the basis of analysis on value co-creation.

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Section: Justification For the Articlementioning

confidence: 99%

Critical perspectives on strategic CSR: what is sustainable value co-creation orientation?

Ahen

Zettinig

2015

Critical Perspectives on International Business

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“…Much of the work on decision-making has considered the strategies that organizations pursue (Miles and Snow, 1978;Mintzberg and Waters, 1982). However, as Mintzberg and Waters (1982) have pointed out, strategy can be seen as a pattern in a stream of decisions.…”

Section: Introductionmentioning

confidence: 99%

“…However, as Mintzberg and Waters (1982) have pointed out, strategy can be seen as a pattern in a stream of decisions. It seems likely, therefore, that the way decisions are made, the structure of the decision process itself, may fashion decision outcomes and hence strategies that organizations follow .…”

Section: Introductionmentioning

confidence: 99%

SPORADIC, FLUID AND CONSTRICTED PROCESSES: THREE TYPES OF STRATEGIC DECISION MAKING IN ORGANIZATIONS^[1]

Cray

Mallory

Butler

et al. 1988

J Management Studies

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Using 136 cases of strategic decision-making described by a number of variables drawn from the literature, three distinct types of decision-making processes are found. These are termed sporadic, fluid and constricted processes. They are parsimonious characterizations of decision-making processes which, given the variety of the 30 organizations from which the cases are drawn, should be generalizable to a wide range of contexts.

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“…[18] maintain that realized strategy emanates from the original sequence of decisions. However, outcomes that deviate from original plans are plausible, being designated as unrealized sales.…”

Section: Analysts' Coverage Influences Earnings Surprisesmentioning

confidence: 99%

Predictors of the Degree of Positive Earnings Surprises

Abraham¹,

Harrington²

2016

OJAcct

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Tracking Strategy in an Entrepreneurial Firm.

Cited by 494 publications

References 4 publications

Critical perspectives on strategic CSR: what is sustainable value co-creation orientation?

Critical perspectives on strategic CSR: what is sustainable value co-creation orientation?

SPORADIC, FLUID AND CONSTRICTED PROCESSES: THREE TYPES OF STRATEGIC DECISION MAKING IN ORGANIZATIONS^[1]

Predictors of the Degree of Positive Earnings Surprises

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Tracking Strategy in an Entrepreneurial Firm.

Cited by 494 publications

References 4 publications

Critical perspectives on strategic CSR: what is sustainable value co-creation orientation?

Critical perspectives on strategic CSR: what is sustainable value co-creation orientation?

SPORADIC, FLUID AND CONSTRICTED PROCESSES: THREE TYPES OF STRATEGIC DECISION MAKING IN ORGANIZATIONS[1]

Predictors of the Degree of Positive Earnings Surprises

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Product

Resources

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SPORADIC, FLUID AND CONSTRICTED PROCESSES: THREE TYPES OF STRATEGIC DECISION MAKING IN ORGANIZATIONS^[1]