Well—That was a surprise!

Dasborough, Marie T.

doi:10.1002/job.2504

Cited by 2 publications

(1 citation statement)

References 27 publications

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“…Climate change will affect every single individual on Earth (IPCC, 2019) and will affect every economy of the world (Nordhaus, 2018). Similarly, the pandemic of late 2019 took the whole world by surprise and is likely to affect most economies and organizations for many years (Boone, 2020; Dasborough, 2021; Manoharan et al , 2021; Rigotti et al , 2021). Unless organizations drastically change how they operate over the next decades and better manage their risks, including avoid once valuable assets becoming stranded, they will fail; it will be too late to reorient themselves and remain viable (Carney, 2015; Miller and Kirkpatrick, 2021).…”

Section: Uncertainty Mega-problems and The Paradigms For Adapting And Organizingmentioning

confidence: 99%

The strategy and change interface: understanding “enabling” processes and cognitions

Zubac

Dasborough

Hughes

et al. 2021

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The aim of this special issue is to better understand the strategy and change interface, in particular, the (sub)processes and cognitions that enable strategies to be successfully implemented and organizations effectively changed. The ten papers selected for this special issue reflect a range of scholarly traditions and, thus, as our review and integration of the relevant literatures, and our introductions to the ten papers demonstrate, they shed light on the strategy and change interface in starkly different ways. Collectively, the papers give us more insight into the recursive activities, and structural, organizational learning and cognitive mechanisms that are encouraged or deliberately established at organizations to allow their people to successfully implement a strategy and effect change, including achieve greater levels of horizontal alignment. Moreover, they demonstrate the benefits associated with establishing platforms and/or routines designed to overcome decision-makers’ cognitive shortcomings while implementing a strategy or making timely adjustments to it. We conclude our editorial by identifying some yet unanswered questions.

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