How Resource-deprived Mavericks Circumvent Central Control: Walking or Stumbling on Two Feet?

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Abstrakt

This study of a market-leader in a turbulent hostile telecommunications market uncovers how the competitive context influences strategy-making and cultivates central control that opposes autonomous initiatives. It shows how a highly competitive industry context reduces organizational slack that inhibits autonomy and drives central actions. Strategic initiatives primarily arise as deliberate actions induced by top management. This creates an information gap between ongoing experiences gained by employees operating in the periphery of the organization and the perceptions of decision-makers at the corporate center. In this organizational setting, the authors observe maverick behavior among entrepreneurial individuals that deliberately circumvent the formal rules to turn autonomous initiatives into viable strategic ventures in the best interest of the firm. Where conventional views presume that power delegation and organizational slack are necessary for autonomous strategic initiatives to emerge, the authors find that central control can provoke autonomous rule-breaking maverick behavior among resource-deprived entrepreneurial individuals inside the organization.
OriginalsprogEngelsk
TitelStrategic Responses for a Sustainable Future : New Research in International Management
RedaktørerTorben Juul Andersen
Antal sider35
UdgivelsesstedBingley
ForlagEmerald Group Publishing
Publikationsdato2021
Sider87-121
Kapitel5
ISBN (Trykt)9781800719309
ISBN (Elektronisk)9781800719293, 9781800719316
DOI
StatusUdgivet - 2021
NavnEmerald Studies in Global Strategic Responsiveness

Emneord

  • Autonomus initiatives
  • Competitive hostility
  • Emergent strategy
  • Intended strategy
  • Maverick behavior
  • Organizational adaptation

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