Strategic Responsiveness

How to Circumvent the Formal Strategy Process

    Research output: Contribution to conferencePaperResearchpeer-review

    Abstract

    The analysis of major resource committing decisions is central focus in
    the strategy field, but despite decades of rich conceptual and empirical
    research we still seem distant from a level of understanding that can
    guide corporate practices under dynamic and unpredictable conditions.
    Strategic decision making is often conceived as ‘standing on the two
    feet’ of deliberate or intended strategic decisions by top management
    and emergent strategic decisions pursued by lower-level managers and
    employees. In this view, the paper proposes that bottom-up initiatives
    have a hard time surfacing in hierarchical organizations and that lowerlevel managers and employees, therefore, pursue various strategies to bypass the official strategy processes to act on emerging strategic issues and adapt to changing environmental conditions.
    Original languageDanish
    Publication date2015
    Number of pages5
    Publication statusPublished - 2015
    EventSMS Special Conference St. Gallen: Rethinking Corporate Headquarters : Innovative Approaches for Managing the Multi-Divisional Firm - University of St. Gallen, St. Gallen, Switzerland
    Duration: 28 May 201530 May 2015
    http://stgallen.strategicmanagement.net/index.php

    Conference

    ConferenceSMS Special Conference St. Gallen
    LocationUniversity of St. Gallen
    CountrySwitzerland
    CitySt. Gallen
    Period28/05/201530/05/2015
    Internet address

    Bibliographical note

    CBS Library does not have access to the material

    Cite this

    Pedersen, C., & Juul Andersen, T. (2015). Strategic Responsiveness: How to Circumvent the Formal Strategy Process. Paper presented at SMS Special Conference St. Gallen, St. Gallen, Switzerland.
    Pedersen, Carsten ; Juul Andersen, Torben. / Strategic Responsiveness : How to Circumvent the Formal Strategy Process. Paper presented at SMS Special Conference St. Gallen, St. Gallen, Switzerland.5 p.
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    title = "Strategic Responsiveness: How to Circumvent the Formal Strategy Process",
    abstract = "The analysis of major resource committing decisions is central focus inthe strategy field, but despite decades of rich conceptual and empiricalresearch we still seem distant from a level of understanding that canguide corporate practices under dynamic and unpredictable conditions.Strategic decision making is often conceived as ‘standing on the twofeet’ of deliberate or intended strategic decisions by top managementand emergent strategic decisions pursued by lower-level managers andemployees. In this view, the paper proposes that bottom-up initiativeshave a hard time surfacing in hierarchical organizations and that lowerlevel managers and employees, therefore, pursue various strategies to bypass the official strategy processes to act on emerging strategic issues and adapt to changing environmental conditions.",
    author = "Carsten Pedersen and {Juul Andersen}, Torben",
    note = "CBS Bibliotek har ikke adgang til materialet; SMS Special Conference St. Gallen : Rethinking Corporate Headquarters : Innovative Approaches for Managing the Multi-Divisional Firm, SMS 2015 ; Conference date: 28-05-2015 Through 30-05-2015",
    year = "2015",
    language = "Dansk",
    url = "http://stgallen.strategicmanagement.net/index.php",

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    Pedersen, C & Juul Andersen, T 2015, 'Strategic Responsiveness: How to Circumvent the Formal Strategy Process' Paper presented at, St. Gallen, Switzerland, 28/05/2015 - 30/05/2015, .

    Strategic Responsiveness : How to Circumvent the Formal Strategy Process. / Pedersen, Carsten ; Juul Andersen, Torben.

    2015. Paper presented at SMS Special Conference St. Gallen, St. Gallen, Switzerland.

    Research output: Contribution to conferencePaperResearchpeer-review

    TY - CONF

    T1 - Strategic Responsiveness

    T2 - How to Circumvent the Formal Strategy Process

    AU - Pedersen, Carsten

    AU - Juul Andersen, Torben

    N1 - CBS Bibliotek har ikke adgang til materialet

    PY - 2015

    Y1 - 2015

    N2 - The analysis of major resource committing decisions is central focus inthe strategy field, but despite decades of rich conceptual and empiricalresearch we still seem distant from a level of understanding that canguide corporate practices under dynamic and unpredictable conditions.Strategic decision making is often conceived as ‘standing on the twofeet’ of deliberate or intended strategic decisions by top managementand emergent strategic decisions pursued by lower-level managers andemployees. In this view, the paper proposes that bottom-up initiativeshave a hard time surfacing in hierarchical organizations and that lowerlevel managers and employees, therefore, pursue various strategies to bypass the official strategy processes to act on emerging strategic issues and adapt to changing environmental conditions.

    AB - The analysis of major resource committing decisions is central focus inthe strategy field, but despite decades of rich conceptual and empiricalresearch we still seem distant from a level of understanding that canguide corporate practices under dynamic and unpredictable conditions.Strategic decision making is often conceived as ‘standing on the twofeet’ of deliberate or intended strategic decisions by top managementand emergent strategic decisions pursued by lower-level managers andemployees. In this view, the paper proposes that bottom-up initiativeshave a hard time surfacing in hierarchical organizations and that lowerlevel managers and employees, therefore, pursue various strategies to bypass the official strategy processes to act on emerging strategic issues and adapt to changing environmental conditions.

    M3 - Paper

    ER -

    Pedersen C, Juul Andersen T. Strategic Responsiveness: How to Circumvent the Formal Strategy Process. 2015. Paper presented at SMS Special Conference St. Gallen, St. Gallen, Switzerland.