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

Torben Juul Andersen, Carina Antonia Hallin, Xin Li

    Research output: Working paperResearch

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    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

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