The organizational capacity to cope with unexpected changes remains a fundamental challenge in strategy as global competition and technological innovation increase environmental uncertainty. Whereas conventional strategy-making often is conceived as a sequential linear process, we see it as a non-linear interaction between top-down and bottom-up mechanisms dealing with multiple actions taken throughout the organization over time. It is driven by intension but with a flexible balance between centralized (planned) and decentralized (spontaneous) activities where strategy formulation and implementation interact. We adopt the frame of complementary Yin-Yang elements and Zhong Yong balance to explain the time bound interaction between these opposing yet complementary strategy-making mechanisms where tradeoffs and synergies are balanced across hierarchical levels. The model outlines how the interaction between top-down and bottom-up mechanisms shape sustainable strategic responses.
|Udgiver||Center for Global Strategic Responsiveness. CBS|
|Status||Udgivet - nov. 2014|
|Navn||CGSR Working Paper Series|
- Zhong Yong
Andersen, T. J., Hallin, C. A., & Li, X. (2014). An Integrative Model of Dynamic Strategy-Making: A Yin-Yang Perspective of Central and Peripheral Mechanisms in (Global) Strategy Formation. Frederiksberg: Center for Global Strategic Responsiveness. CBS. CGSR Working Paper Series, Nr. 5