An Integrative Model of Dynamic Strategy-Making: A Yin-Yang Perspective of Central and Peripheral Mechanisms in (Global) Strategy Formation

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    Abstract

    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.
    Original languageEnglish
    Place of PublicationFrederiksberg
    PublisherCenter for Global Strategic Responsiveness. CBS
    Number of pages30
    Publication statusPublished - Nov 2014
    SeriesCGSR Working Paper Series
    Number5

    Cite this

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    title = "An Integrative Model of Dynamic Strategy-Making: A Yin-Yang Perspective of Central and Peripheral Mechanisms in (Global) Strategy Formation",
    abstract = "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.",
    keywords = "Responsiveness, Strategy-making, Top-down, Bottom-up, Uncertainty, Flexibility, Yin-Yang, Zhong Yong",
    author = "Andersen, {Torben Juul} and Hallin, {Carina Antonia} and Xin Li",
    year = "2014",
    month = "11",
    language = "English",
    series = "CGSR Working Paper Series",
    publisher = "Center for Global Strategic Responsiveness. CBS",
    number = "5",
    address = "Denmark",
    type = "WorkingPaper",
    institution = "Center for Global Strategic Responsiveness. CBS",

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    T1 - An Integrative Model of Dynamic Strategy-Making

    T2 - A Yin-Yang Perspective of Central and Peripheral Mechanisms in (Global) Strategy Formation

    AU - Andersen, Torben Juul

    AU - Hallin, Carina Antonia

    AU - Li, Xin

    PY - 2014/11

    Y1 - 2014/11

    N2 - 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.

    AB - 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.

    KW - Responsiveness

    KW - Strategy-making

    KW - Top-down

    KW - Bottom-up

    KW - Uncertainty

    KW - Flexibility

    KW - Yin-Yang

    KW - Zhong Yong

    M3 - Working paper

    T3 - CGSR Working Paper Series

    BT - An Integrative Model of Dynamic Strategy-Making

    PB - Center for Global Strategic Responsiveness. CBS

    CY - Frederiksberg

    ER -