9780761906452

Building Strategy from the Middle : Reconceptualizing Strategy Process

by
  • ISBN13:

    9780761906452

  • ISBN10:

    0761906452

  • Format: Paperback
  • Copyright: 2000-03-15
  • Publisher: Sage Publications, Inc
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Summary

This ground-breaking book reframes the perspective taken in most strategy research in two key ways, by describing organizational renewal from a middle-level perspective and by reconceptualizing the theoretical basis for strategy process research Part One reviews the existing literature in the strategy process, including recent literature on strategic renewal. Part Two builds the theoretical basis for a middle level perspective, focusing on knowledge development, social network analysis and organizational trust. Part Three moves from synthesizing existing research toward the development of a model for conducting research from a middle-level perspective.

Author Biography

Steven W. Floyd is Associate Professor and Lawrence J. Ackerman Scholar of Management at the University of Connecticut. Bill Wooldridge is Associate Professor of Strategic Management in the Isenberg School of Management at the University of Massachusetts, Amherst.

Table of Contents

Acknowledgments ix
Introduction: Rationale and Timing of the Book xiii
Purpose: A Trojan Horse xiv
Why a ``Middle-Level Perspective''? xvi
An Emerging View of the Strategic Renewal Process xvii
Overview of the Book xxii
PART I: FOUNDATIONS
Foundations of the Strategic Management Field
3(12)
Chandler's Strategy and Structure
4(1)
Ansoff's Corporate Strategy
5(1)
Harvard: The Concept of Corporate Strategy
6(1)
The 1970s and the Emergence of ``Corporate Planning''
7(2)
PIMS, the BCG, and the Search for the ``Laws of the Market''
9(1)
Strategic Management: A New View of Business Policy and Planning
10(3)
Competitive Strategy: Techniques for Analyzing Industries and Competitors
13(1)
Conclusion
14(1)
The Top Management Perspective in Strategic Process Research
15(22)
Strategy Making as a Decision Process
15(3)
Research on Top Management Teams
18(3)
TMT Decision Processes
18(1)
TMT Characteristics
18(3)
Evolving Toward a Broader Perspective
21(14)
From Strategic Decisions to Strategy Making
22(3)
Autonomous Strategic Behavior
25(3)
Strategy Making as Organizational Capability
28(1)
The Evolution of Our Own Thinking
29(6)
Conclusion
35(2)
Toward a Middle-Level View: Developing New Assumptions
37(30)
Rethinking Vertical Relationships in the Strategy Process
38(4)
Resource Deployment and Accumulation in Strategy Making
42(6)
Strategy as Accumulating Resources and Sustaining Competitive Advantage
43(5)
The Concept of Strategic Renewal
48(8)
Motors of Strategic Renewal
52(4)
The Case for a Middle-Level Perspective on Strategic Renewal
56(5)
Horizontal Analysis
56(2)
Vertical Connections in the Resource Accumulation Process
58(2)
An Alternative Set of Assumptions for Strategy Process Research
60(1)
Relevant Literature and Conclusions
61(6)
PART II: NEW THEORETICAL HORIZONS: ORGANIZATIONAL KNOWLEDGE, SOCIAL NETWORKS, AND TRUST
Organizational Knowledge and Strategic Renewal
67(20)
What Is Organizational Knowledge?
68(4)
Objective and Subjective Acceptance of Ideas
68(1)
Tacit and Explicit Knowledge
69(1)
Definitions and Sources of Knowledge
70(2)
What Is the Locus of Organizational Knowledge? How Is Knowledge Created, Transferred, and Integrated?
72(7)
Managerial Cognition
72(3)
Creating Organizational Knowledge and the Knowledge-Based Theory of the Firm
75(4)
How Is Organizational Knowledge Related to Other Resources in the Growth of Capability?
79(7)
The Resource-Based View of Knowledge
80(1)
The Knowledge-Based View of Competitive Advantage
81(2)
Knowledge, Capability, and Competitive Advantage
83(3)
Summary
86(1)
The Social Context of Strategic Renewal
87(22)
Social Network Theory
88(2)
Types of Networks
88(2)
Research Streams
90(7)
Network Centrality, Power, and Influence
90(3)
Social Groups and Individual Values, Attitudes, and Opinions
93(1)
Weak Ties and Structural Holes
94(3)
Trust: The Foundation of Cooperation
97(6)
The Centrality of Trust
97(1)
The Multidimensionality of the Trust Concept
98(1)
Levels of Trust
99(4)
Trust and the Political Nature of the Strategy Process
103(2)
Trust as a Contextual Variable
104(1)
Summary
105(4)
PART III: A MIDDLE-LEVEL PERSPECTIVE
A Middle-Level Model of Strategic Renewal
109(30)
Strategic Renewal as a Complex System
110(2)
The Generation of New Ideas
112(5)
Accessing Strategic Information
113(2)
Reconciling Divergent and Existing Information
115(1)
From Ideas to Initiatives
116(1)
The Development of Emergent Strategic Initiatives
117(8)
Interpretation: The Genesis of Emergent Strategic Initiatives
118(2)
Issue Articulation and Emergent Social Networks
120(3)
Elaboration and the Development of Emergent Routines
123(2)
Ratification: Linking Initiatives to Official Strategy
125(10)
The Politics of Ratification
128(3)
From Divergent Proposals to Organizational Routines
131(4)
Discussion
135(4)
Research Approaches and Future Directions
139(20)
The Midlevel Strategic Renewal Process Theory
140(5)
High-Priority Research Issues
141(1)
Research Approaches and Exemplars
142(3)
Relationships Between Organizational Conditions and Strategic Renewal
145(8)
Theory
145(2)
High-Priority Research Issues
147(2)
Appropriate Research Methods
149(4)
The Renewal-Performance Relationship
153(4)
Theory
153(1)
High-Priority Research Issues
154(2)
Appropriate Research Methods
156(1)
Concluding Comment
157(2)
References 159(16)
Author Index 175(6)
Subject Index 181(6)
About the Authors 187

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