Relevant bibliographies by topics / Prescriptive and emergent strategic management

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  1. Journal articles
  2. Dissertations / Theses
  3. Books
  4. Book chapters

Academic literature on the topic 'Prescriptive and emergent strategic management'

Author: Grafiati
Published: 4 June 2021
Last updated: 11 February 2022

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Journal articles on the topic "Prescriptive and emergent strategic management"

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Hosseinian-Far, Amin, and Victor Chang. "Sustainability of Strategic Information Systems in Emergent vs. Prescriptive Strategic Management." International Journal of Organizational and Collective Intelligence 5, no. 4 (October 2015): 1–7. http://dx.doi.org/10.4018/ijoci.2015100101.

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Since the introduction of the ‘Strategic Information Systems' (SIS) concept by Wiseman in 1985, there have been numerous efforts in incorporation of such systems by businesses for the very main reason of gaining competitive advantage. Considering the broad categorization of Strategic Management into emergent and prescriptive types, integration of SIS into business processes seems to be dissimilar in these two categories. This paper initially outlines the phases in the two types of strategic management approaches. It then intends to produce a framework for integration of SIS in each of the two methods. Lastly, the sustainability of SIS in emergent and prescriptive strategic management is compared. Our points of views on the Modern SIS have been presented.
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Bivainis, Juozas, and Živile Tunčikiene. "METHODOLOGICAL APPROACHES TO STRATEGIC PLANNING OF PUBLIC SECTOR INSTITUTIONS." Technological and Economic Development of Economy 11, no. 1 (March 31, 2005): 3–15. http://dx.doi.org/10.3846/13928619.2005.9637677.

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In order to implement strategic planning institutions confront with a great number of problems the basic of which is the choice of methodological approach. In this article particularity of strategic management approaches within institutions is revealed. Special literature does not provide clear methodological recommendations for strategic planning of institutions. Opinions of strategic management commentators are more polemic than recommendations. In the literature two essential approaches to strategic planning are provided, i.e. prescriptive and emergent. Fulfilled researches create preconditions to specify and systematize essential characteristics of approaches. Prescriptive strategic planning can be defined by sufficient foresight of future, systemic complexity, necessary definition, large possibilities of formalization, one‐sided adaptation of strategic decisions with organizational structure, petty stimulation of initiative, stable consistency of planning steps. Emergent strategic planning can be defined by petty foresight of future, fragmentary complexity, weak definition, limited formalization, double‐sided adaptation of strategic decisions with organizational structure, large creativity, unstable sequence of planning steps. This characteristics are being handled as assumptions. According to the prescriptive approach they are favorable for preparing decisions, which are oriented to increase opportunities of institution strategic accordance with its environment demands. According to the emergent approach ‐ they are favorable for preparing decisions which are oriented to emerge institution potential for opportunities used. With regard to inside and external environment factors of institution which predetermine the choice of methodology, the regularities of coherency of factors and methodologies which are suggested to apply for integral combination of approaches in specific institutions situation are defined.
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Silva, Oberdan Teles da, Cassiane Chais, Adrieli Alves Pereira Radaelli, Paula Patrícia Ganzer, Maria Emilia Camargo, Pelayo Olea Munhoz Olea, and Eric Charles Henri Dorion. "PRÁTICAS DE GESTÃO E ESTRATÉGIAS PRESCRITIVAS: UM ESTUDO MULTICASOS." Revista Gestão e Desenvolvimento 15, no. 1 (January 1, 2018): 167. http://dx.doi.org/10.25112/rgd.v15i1.507.

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A pesquisa apresentou como se desenvolve a conduta estratégica e o alinhamento das práticas de gestão com relação às estratégias prescritivas do setor moveleiro de Lagoa Vermelha. A abordagem utilizada foi qualitativa com técnica de casos múltiplos em três indústrias do setor. Utilizou-se roteiro de entrevista não estruturado, a partir de quadro conceitual das escolas prescritivas e descritivas da estratégia. Nas escolas prescritivas identificou-se que a formatação da conduta estratégica de custo formatado por meio de consultoria, outra desenvolve estratégia de custo e diferenciação valorizando elementos exógenos para a sua formatação tendo apoio de consultoria, a terceira possui estratégia de diferenciação sendo pró ativa desenvolvida de forma emergente considerando elementos exógenos e endógenos. Pode-se concluir que as práticas de gestão aumentam na medida em que as organizações desenvolvem estratégias de diferenciação. Palavras-chave: Estratégias prescritivas. Estratégias descritivas. Polo moveleiro.ABSTRACTThe research explained how to develop strategic management and alignment of the management practices of companies in the study, with respect to prescriptive strategies in the furniture sector of Lagoa Vermelha. The approach was qualitative technique with multiple cases in three industries. interview guide was used unstructured, from conceptual framework of prescriptive and descriptive schools of strategy. In prescriptive schools identified that the format of the strategic conduct cost formatted through consulting, another develops cost strategy and differentiation valuing exogenous elements for formatting with consulting support, the third has differentiation strategy being developed active pro so emerging considering exogenous and endogenous factors. It can be concluded that management practices increase as organizations develop differentiation strategies.Keywords: Prescriptive strategies. Descriptive strategies. Polo furniture.
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Borrero, Silvio, Alejandro Acosta, and Aida F. Medina. "Culture, strategy formulation, and firm performance: a meta-analysis." Academia Revista Latinoamericana de Administración 33, no. 1 (March 2, 2020): 147–76. http://dx.doi.org/10.1108/arla-01-2018-0013.

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PurposeThis article explores how strategy formulation affects firm performance to determine whether rational/analytical strategy formulation is more effective than emergent/reflexive strategy formulation. Additionally, the article assesses if such superiority holds for different cultural contexts.Design/methodology/approachMeta-analysis was performed using the Raju, Burke, Norman, and Landis (RBNL) procedure applied to a dataset of 43 empirical studies reporting 54 effect sizes on strategy–performance relationships.FindingsImplementing a formal strategy formulation process positively relates to firm performance. Rational/analytical formulation approaches are more effective than emergent/reflexive approaches in enhancing firm performance, especially for cultures with low future orientation, high uncertainty avoidance, and high power distance.Research limitations/implicationsThe reduced number of published empirical studies limited the scope and generalizability of the results across countries, industries, or firms. This limitation might be especially true for Latin American firms given the absence of relevant studies in this region. Another potential limitation is related to the distinction between strategy formulation and strategy implementation. Given the empirical nature of the studies meta-analyzed, strategic tools are used as a proxy to determine the formulation approach.Practical implicationsFirms that operate in short-term oriented, uncertainty-avoiding, and elitist cultures should favor implementing rational/analytical strategy formulation techniques rather than emergent/reflexive approaches. Although prescriptive recommendations are limited by the lack of studies in Latin America, firms in this region would seem to be better off using rational/analytical strategy formulation approaches.Originality/valueThese findings provide a partial explanation for the varying results yielded by strategy formulation and suggest cultural contexts in which rational/analytical strategy formulation should be more effective than emergent/reflexive approaches.
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Schmidt, Holger J., and Jörn Redler. "How diverse is corporate brand management research? Comparing schools of corporate brand management with approaches to corporate strategy." Journal of Product & Brand Management 27, no. 2 (March 12, 2018): 185–202. http://dx.doi.org/10.1108/jpbm-05-2017-1473.

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Purpose This paper contrasts research streams in corporate brand management (CBM) with perspectives on corporate strategy (CS). The aim is to examine whether CBM research is as diverse as research on CS and to identify potentially new research perspectives within CBM. Design/methodology/approach First, the main dimensions to capture approaches and directions in general strategy research are carved out and integrated into a framework for subsequent analysis (strategy descriptor cube). Second, research streams within CBM are clustered into predominating schools. Third, the framework is then used to classify the identified schools, allowing further evaluation. In doing so, an innovative view on the status of and developments in CBM research is provided. Findings Most schools of CBM are built on rational and prescriptive approaches, while political and emergent conceptions are hardly addressed. Thus, from the strategy-derived dimensions, approaches to CBM are surprisingly homogenous, with only one school diverging from the dominating pattern. A variety of perspectives as found in strategy research cannot be validated for CBM. Alternative conceptualizations to CBM in terms of assumptions about the genesis of strategic directions and the perspective of analysis might provide impetus for progress in CBM research. Research limitations/implications The question arises why emergent and political perspectives have not been seriously pursued in the past decades of brand research. Researchers might seize opportunities to be further stimulated from the many faceted research approaches in CS. Further dimensions for description, as well as alternative clusterings of CBM schools, should be discussed. Practical implications A broadening of perspectives, including potentially a more attentive reception of agile trends in CBM, might become increasingly relevant for CBM practitioners. As new realities shape the present and future of corporate brand building, new paradigms should be explored and tested. Originality/value The corporate brand strategy link is evidently important; however, to date, few papers have such a focus. This is the first paper to apply reasoning and perspectives that have contributed to significant developments in CS research to the current situation in CBM research. It introduces a novel way to analyze and discuss developments between and within CBM schools.
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Ciavarella, Mark A. "The adoption of high-involvement practices and processes in emergent and developing firms: A descriptive and prescriptive approach." Human Resource Management 42, no. 4 (2003): 337–56. http://dx.doi.org/10.1002/hrm.10094.

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Kirby, Deborah. "Changing the nature of organizational change." Strategic HR Review 18, no. 4 (August 12, 2019): 155–60. http://dx.doi.org/10.1108/shr-05-2019-0036.

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Purpose Although organizational change management has become a permanent practice, failure thrives at a rate of 50 per cent to 75 per cent and has done so for nearly 40 years. Executives and consultants continue to plow the same path of “change,” sowing the same seeds, yet somehow expecting a different crop to grow; it is not for a lack of good intention or sincere effort to improve the organization. This paper is meant to challenge and inspire researchers, consultants and particularly organizational leaders and members toward liberating themselves from fixed ways of thinking to reimagine change as natural and ongoing rather than episodic – essential in an era of constant flux. Design/methodology/approach A critical analysis of wide-ranging literature related to the genesis of the organization, organization theory, culture, metaphor and change revealed four unfavorable conditions, making attempts at sustainable change nearly impossible. Findings An organization’s unconscious and habitual thought-action patterns considerably contribute to creating four unfavorable conditions for change. Understanding this context is essential before initiating change efforts. Reorienting change from an analytical to a relational paradigm and disrupting linear, prescriptive thinking makes way for emergent, cooperative and inclusive efforts to induce sustainable, transformational change. Originality/value This research sheds a different light on what makes sustainable organizational change elusive and offers strategic human resource managers a new perspective on the nature of change.
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Thompson, Matthew P., Yu Wei, David E. Calkin, Christopher D. O’Connor, Christopher J. Dunn, Nathaniel M. Anderson, and John S. Hogland. "Risk Management and Analytics in Wildfire Response." Current Forestry Reports 5, no. 4 (November 20, 2019): 226–39. http://dx.doi.org/10.1007/s40725-019-00101-7.

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Abstract Purpose of Review The objectives of this paper are to briefly review basic risk management and analytics concepts, describe their nexus in relation to wildfire response, demonstrate real-world application of analytics to support response decisions and organizational learning, and outline an analytics strategy for the future. Recent Findings Analytics can improve decision-making and organizational performance across a variety of areas from sports to business to real-time emergency response. A lack of robust descriptive analytics on wildfire incident response effectiveness is a bottleneck for developing operationally relevant and empirically credible predictive and prescriptive analytics to inform and guide strategic response decisions. Capitalizing on technology such as automated resource tracking and machine learning algorithms can help bridge gaps between monitoring, learning, and data-driven decision-making. Summary By investing in better collection, documentation, archiving, and analysis of operational data on response effectiveness, fire management organizations can promote systematic learning and provide a better evidence base to support response decisions. We describe an analytics management framework that can provide structure to help deploy analytics within organizations, and provide real-world examples of advanced fire analytics applied in the USA. To fully capitalize on the potential of analytics, organizations may need to catalyze cultural shifts that cultivate stronger appreciation for data-driven decision processes, and develop informed skeptics that effectively balance both judgment and analysis in decision-making.
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Pallesen, Eva. "Creativity, Play and Listening: An Auditory Re-Conceptualization of Entrepreneurial Creation in the Context of New Public Management." Organization Studies 39, no. 2-3 (August 17, 2017): 191–207. http://dx.doi.org/10.1177/0170840617717549.

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This article aims to re-conceptualize entrepreneurial creation in the context of New Public Management. While the latter has sought to ‘entrepreneurialize’ public sector employees by creating incentives for greater engagement in optimizing outcomes, the article departs from the premise that such an entrepreneurialization may more precisely be described as an ‘enterprising up’ of employees, placing strong emphasis on predefined outcomes and on eliminating the risk that input will not lead to the prescribed outcomes. Noting that this reasoning is fed by a prescriptive/retrospective logic, which tends to marginalize the openness of the ear-body, the article activates auditory concepts to (re)theorize entrepreneurial creation in the empirical context of a strong outcome focus. From ‘rhythm’, ‘composing’ and ‘crescendo’, entrepreneurial creation is theorized as a playful variation, which stays with process and allows the alterity of the other(ness) to resonate – and hence opens up a space for the qualitatively different to emerge. Hereby, the article seeks to contribute to a processual conceptualization of entrepreneurship as the creation of new in-betweens by providing (auditory) concepts that help us grasp this in-between as an emergent relational field of unactualized potential.
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Saad, Germaine H. "Strategic performance evaluation: descriptive and prescriptive analysis." Industrial Management & Data Systems 101, no. 8 (November 2001): 390–99. http://dx.doi.org/10.1108/eum0000000006169.

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Dissertations / Theses on the topic "Prescriptive and emergent strategic management"

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Garnett, Andrea. "Creativity barriers in South African higher education institution / Andrea Garnett." Thesis, North-West University, 2005. http://hdl.handle.net/10394/2365.

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Mirabeau, Laurent. "From autonomous strategic behaviour to emergent strategy: an exploratory study." Thesis, McGill University, 2010. http://digitool.Library.McGill.CA:80/R/?func=dbin-jump-full&object_id=86612.

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This dissertation reports findings from an exploratory study of the formation of emergent strategy (Mintzberg 1978; Mintzberg & Waters 1985) in large and complex organizations. The study tracks autonomous strategic behaviour (Burgelman, 1983b), which is theorized and shown to be an important precursor to emergent strategy, using a single case study covering a period of ten years at a large telecommunications company. Building on Bower and Burgelman's model (Bower, 1970; Burgelman, 1983a, 1983b, 1983c), the dissertation develops a process model for emergent strategy which features four key components: project definition; mobilizing wider support to provide impetus; manipulating strategic context; and embedding within structural context. In addition, the study identifies four paths for emergent strategy formation by distinguishing between initiatives resulting from new ideas and initiatives resulting from the recycling of preexisting ideas from prior projects; and between projects for which "promoting" is an early priority versus those for which "executing" is an early priority. The study also identifies mechanisms through which autonomous strategic behaviour becomes "ephemeral" and disappears rather than enduring to become realized as emergent strategy.
Cette étude exploratoire analyse la formation de la stratégie émergente (Mintzberg 1978; Mintzberg et Waters 1985) au sein des entreprises complexes de grande envergure. Notre étude fait un examen systématique des comportements stratégiques autonomes (Burgelman, 1983b), que l'on théorise comme précurseurs importants de la stratégie émergente. La recherche utilise une étude du cas d'une grande entreprise de télécommunication couvrant une période de dix ans. S'appuyant sur les travaux de Bower et Burgelman (Bower, 1970; Burgelman, 1983a, 1983b, 1983c), nous développons un modèle de processus qui comprend quatre composantes, soit : la définition du projet, la mobilisation de bases de support élargies pour donner de l'impulsion, la manipulation du contexte stratégique, ainsi que l'inclusion au sein du contexte structurel. De plus, l'étude identifie quatre chemins pour la formation de la stratégie émergente en différentiant d'une part les projets issus d'une nouvelle idée, plutôt que ceux faisant appel à une idée préexistante, et d'une part, les projets que l'on « soutient d'abord », de ceux que l'on « exécute d'abord », L'étude identifie aussi les mécanismes par lesquels les comportements stratégiques autonomes deviennent « éphémère» et disparaissent plutôt que de perdurer dans le temps et se réaliser en stratégie émergente.
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Chiu, Lang-Hua, and Henok Minas. "The Distinct Characteristics and Strategic Impact of Emergent Projects in Large Organizations." Thesis, Umeå University, Umeå School of Business, 2009. http://urn.kb.se/resolve?urn=urn:nbn:se:umu:diva-18402.

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Despite the many researches made on emergent strategies and project portfolio management, one can hardly find studies on the link between them. It can easily be assumed that emergent strategies and market dynamics have considerable effect on the portfolio of projects in organizations and, supposedly, give rise to emergent projects. We defined emergent projects to be untypical or irregular projects for the organization which are at the borderline or even outside the mainstream of the current portfolio of projects. These types of projects impact the company’s strategy with the aim to increase the organizations competitiveness. This study will try to find out the possible distinct characteristics and strategic impact of emergent projects on large organizations so that these kinds of projects can be properly recognized for what they really are and managed effectively.

 

We used a semi-structured interview method to collect data from six international companies in four countries. The countries are Germany, Switzerland, Sweden, and Taiwan. Using template analysis method, we analyzed the collected data. The analysis confirmed our assumption that there is a correlation between emergent strategies and project portfolio management. Moreover, we found out some of the characteristics and strategic impacts of emergent projects. The results of the study, therefore, shows that emergent projects are kinds of strategic projects which have bigger significance and bring a higher sense of urgency to organizations than the normal projects in their portfolio. Furthermore, the study indicated that emergent projects do not need any different project management methodology than typical projects do. Nonetheless, emergent projects are characterized by rarity, disrupting routine operations, enhancing company-customer relationship, causing resource reallocation, bringing profit, demanding higher budget, opening both internal and external new opportunities, posing risk due to shorter planning phase and limited implementation time, and capturing higher attention from top management. The major result we have found out in the research about the strategic impact of emergent projects is that they have a higher potential to bring profit and new business opportunities which in total make organizations more competitive in their respective markets.

The theoretical and managerial implications of our research have a common idea that emergent projects should be recognized and categorized as strategic projects of organizations. Further studies should be carried out on how the dynamic situations of business environments and emergent strategies affect the project portfolio of organizations. Moreover, it is worth researching on how the idea of emergent projects are dealt in the studies of strategic project management and project categorization both in the academic and practitioners world. Overall, the study has brought the linkage between emergent strategies and project portfolio management into light through the discussion on emergent projects.

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Burger, Martinus Charl. "The social character of organizational change : strategizing as emergent practice." Thesis, University of Hertfordshire, 2010. http://hdl.handle.net/2299/5016.

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Increasingly, researchers on strategy are turning away from the highly abstracted and de-humanized components that seem to typify the macro approach to strategy. This movement is at least partially brought about by a philosophical recognition that the emergent and unpredictable nature of organizational life is fast exposing the constraints of an approach to strategy that is based on the values of rationality, predictability and control. In this thesis I argue that organizational change in general and the act of strategizing in particular can be thought of as a social, transformative and emergent process as opposed to the overly orderly, rational, formative and/or humanistic views on strategy presented by systemically oriented theorists. I draw on the theory of complex responsive processes of relating as espoused by Stacey, Griffin and Shaw (2000) and specifically on Stacey’s (2003, 2007) substantial contribution to the field of strategic management. By utilizing a reflexive research methodology I describe the arduous social and emergent process of transformation in my practice and identity (observable in subtle changes in disposition, language and assumptions) as I begin to act into the understanding of strategizing as an ongoing, incomplete, social process. In doing this, I am suggesting that the narrated accounts of our shifts in practice due to us knowing differently are important contributions in the process of transforming our theories on and beliefs around strategy. These accounts should not be seen as premature attempts at methodological frameworks, but rather as explorative participation in the emergent transformation of a radical, social approach to strategizing. I engage critically with the notion of strategy-as-practice and suggest a review of the fundamentally rational and formative assumptions still prevalent in the work of researchers like Johnson, Melin and Whittington (2003) and Samra- Fredericks (2003). Whilst acknowledging the role of culturally mediated dispositions in the ongoing transformation of organizations advocated by Chia and Holt (2006) and Chia and MacKay (2007), I argue for the paradoxical and therefore simultaneous occurrence of habitual and mindful actions by people strategizing as opposed to the authors’ suggestion of a predominantly mindless experience of organizational change. Finally, I turn to Stacey’s (2007) question as to why people continue to make long-term forecasts if their usefulness is so obviously limited. Whilst understanding his frustration, I argue that there is value nevertheless in engaging in strategy making albeit not for the rationalist reasons usually stated. In my view the real value of strategising is to be found in two areas: first in the social activity that goes into creating these documents, and second: the documents not only serve as markers in an ongoing process of strategising; they also give us a way of ‘going on’ and taking the next step.
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Quansah, Emmanuel. "LEADERSHIP AND PRACTICES FOR STRATEGIC ADAPTATION IN SMALL AND MEDIUM-SIZED BUSINESSES." Case Western Reserve University School of Graduate Studies / OhioLINK, 2019. http://rave.ohiolink.edu/etdc/view?acc_num=case1554922229941434.

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Geirinhas, Pedro António dos Santos. "Should Unilever JM export Cornettos to emergent countries?" Master's thesis, 2014. http://hdl.handle.net/10362/15054.

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Moretto, Susana Cristina dos Santos Gomes Martins. "Technology Assessment and High-Speed Trains: facing the challenge of emergent digital society." Doctoral thesis, 2017. http://hdl.handle.net/10362/21990.

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The present PhD dissertation addresses the extension of selective environments of new technologies within the high-speed train technological system from business and regulations to the wider society. And, it argues the recognition of society as an actor in that system. Motivating it is the observed ever increase exposure of high-speed trains to public acceptance, caused by empowered society from fast ICT advancements. They refer to digitalization - the rise of social media and big data, combined with the widespread use of mobile technology - changing if not revolutionizing our understanding of product and service selection. Unprecedented societal demands, opening a new market segment, require new technologies to integrate with the emergent digital system. Moreover, societal actors became themselves innovators. Inevitable they have to become part of the value chain widening the collective of stakeholders. However, such raises the dilemma of promotion and control and adds complexity and uncertainty to the industry in deciding which technology to select. Statistical evidence shows that businesses are figuring out ways to embed societal actors in their value creation. In this dissertation, I demonstrate to the high-speed train industry how is it falling short in addressing societal embedding in their product creation and argue why requires improvement. Technology Assessment provides the approach for the orchestration of the necessary dialogue with societal actors for better anticipating potential development in the full system and for embedding the resulting technology options within. By exploiting it to the high-speed train industry innovation strategic management, the aim of my dissertation is, borrowing the words of Douglas K. R. Robinson, to “arrive to a better informed designs of future working worlds, which are structured by theory while empirically well grounded, so they are usable by decision makers”. With this work, I expect to contribute to the new governance structure for research and development set buy the railway industry SHIFT2RAIL (Joint Undertaking for Rail Research and Innovation).
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Augusto, Hugo Miguel Garcia Murtinheira da Silveira. "Pensamento estratégico: estudos das novas empresas de base tecnológica." Master's thesis, 2006. http://hdl.handle.net/10400.5/15492.

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Mestrado em Gestão e Estratégia Industrial
A evolução das diferentes formas de pensar sobre o desenvolvimento da estratégia acompanhou as mudanças na envolvente, no interior das empresas e nos indivíduos. Em cada década, os temas dominantes sobre Estratégia vão-se alterando, permitindo incorporar novas formas de pensar na resolução de problemas de natureza estratégica. A Estratégia é um processo, e só pode ser gerido com sucesso, se for compreendido pelos gestores da Organização. A compreensão das várias perspectivas sobre o que é ou o que deve ser a Estratégia permite reduzir a dificuldade na gestão estratégica. Neste sentido, apresenta-se uma sugestão do conceito de Pensamento Estratégico, enquanto, faculdade de pensar como a Análise, Experiência e Criatividade influenciam o desenvolvimento da estratégia. Por dedução, consegue-se resumir os vários modos de pensar, em três lentes da Estratégia (Análise, Experiência e Criatividade), que não são prescrições sobre a melhor forma de actuar, mas conceitos baseados em teorias que melhoram o poder de julgamento das pessoas envolvidas no processo de desenvolvimento da estratégia. O estudo procura medir o Pensamento Estratégico das NEBT, defendo-se que a clarificação e sistematização do conceito Pensamento Estratégico poderá contribuir para a sustentabilidade das NEBT e respectivo impacto no sistema de inovação nacional, através da melhoria do poder de julgamento dos gestores e redução da dificuldade da gestão estratégica nas NEBT. Para submeter a teste as deduções sugeridas, realizou-se um inquérito em que apenas 12% da população inquirida respondeu ao questionário, o que não permitiu obter resultados estatisticamente significativos. Neste sentido, propõe-se o trabalho realizado como uma abordagem metodológica para investigação futura sobre os mesmos fenómenos. No entanto, a análise dos dados da amostra, permitiu inferir que o Pensamento Estratégico das NEBT é homogéneo, ou seja, existe uma combinação de processos deliberados e emergentes que pode ser distintivo a outro tipo de empresas.
The evolution of the ways of thinking strategy development carne along with the changes in the environment, organizations and individuais. ln each decade, the dominant themes ab'out Strategy changed, allowing the incorporation of different ways of thinking into the resolution of strategic nature problems. Strategy is a process, and it can only be managed, if it is understood by Organizations managers. The understanding of the various perspectives about what is or should be the Strategy enables to minimize the difficulty in strategic management. ln this sense, it is presented a suggestion for the concept of Strategic Thought, as an ability of thinking how Analysis, Experience and Creativity influence strategy development. By deduction, it's possible to resume the different ways of thinking, in three lenses of Strategy (Analysis, Experience and Creativity), which aren't prescriptions of the best way to perform, but concepts based in theories that improve the judgment of the people involved in the strategy development process. This study tries to measure Strategic Thought in New Technology-based Firms (NTBF), defending that the clarification and systematization of this concept will contribute to the NTBF sustainability and thus, impact on the national system of innovation, by improving the judgrnent of managers and minimizing strategic management complexity. To test these deductions, it was realized a survey to which only 12% of the inquired population replied, not allowing obtaining statistically significant results. ln this sense, this study is proposed as a methodology approach for future research on the sarne objects. Nonetheless, the analysis of the sample data, permits to infer that the Strategic Thought of NTBF is homogeneous, which means, that exists a combination of I deliberate and emergent processes that might be distinctive from other type of compames.
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Ngeleza, Bangani Eric. "Developing a strategic management framework for information technology migration to free open source software in the South African public sector." Thesis, 2011. http://hdl.handle.net/10500/5757.

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The Government of South Africa adopted a policy on Free Open Source Software (FOSS) in 2003. This policy requires all government entities to migrate their IT to open source. This adoption of the FOSS policy is based on evidence of potential FOSS contributions to economic development generally, and directly support South African economic development priorities. In spite of the adoption of this policy, rates of adoption of FOSS in the SA government are low. This is partly because there is a lack of documentation of successful cases of migration. In addition, there is no strategic management framework that managers can use as a guide for migration. This lack of documentation may result in managers in government finding it difficult to know how best to go about migrating to FOSS. A failure to address this problem will delay the take-up of FOSS, in spite of all its stated benefits. Evidence so far within the government of South Africa is that the adoption of FOSS is progressing rather slowly. Making use of a qualitative research method that combines grounded theory with a case study method in four South African Government organisations, this study develops a strategic management framework for IT migration to FOSS in the South African public service. The four organisations that were part of this study were: the National Library of South Africa; the Presidential National Commission on Information Society and Development; the Electronic National Traffic Information System and the State Information Technology Agency. Data was collected using an open-ended interview guide. A strategic management framework for Information Technology migration to FOSS will assist the Government of South Africa with the better implementation of its FOSS policy. The framework will provide guidance to public sector managers regarding how the process of migrating can best be managed. Content analysis is used to derive the framework that shows that IT migration to FOSS in the public sector of South Africa follows a strategic management process. This process goes through the phases of strategic planning, operational planning, implementation and monitoring and evaluation. The framework is developed using eclectic explanations of strategic management, including mechanistic and organic perspectives. Correspondence analysis is used to corroborate and validate the framework. The framework is accompanied by a set of management guidelines that managers in the public sector can use in migrating their organisations' IT to FOSS.
School for Business Leadership
(D.B.L. (Strategic Management))
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Books on the topic "Prescriptive and emergent strategic management"

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Understanding organizations in complex, emergent and uncertain environments. Houndmills, Basingstoke, Hampshire: Palgrave Macmillan, 2012.

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Bolisani, Ettore, and Constantin Bratianu. Emergent Knowledge Strategies: Strategic Thinking in Knowledge Management. Springer, 2017.

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Bolisani, Ettore, and Constantin Bratianu. Emergent Knowledge Strategies: Strategic Thinking in Knowledge Management. Springer, 2018.

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Geppert, Mike, and Graham Hollinshead. International Management. Edited by Adrian Wilkinson, Steven J. Armstrong, and Michael Lounsbury. Oxford University Press, 2017. http://dx.doi.org/10.1093/oxfordhb/9780198708612.013.29.

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The focus of this chapter is on the multinational corporation (MNC) and, more specifically, on the structures, strategies, and processes inherent in the management of the geographically dispersed concern. While more prescriptive thinking and literature in the field of international management (IM) may have assumed, for example, that managerial ‘best practice’ may be readily transposed across borders, the starting premise of the current chapter is that ‘context matters’. In exploring, therefore, the nature of multinational organization, the logics underlying the international dispersal of productive sites within the MNC, and the complex dynamics characterizing the strategic relationship between headquarters and subsidiaries, our point of departure is to offer a grounded and finely grained account of the realities of MNC management and organization. Such an approach highlights the pervasiveness of micro-political contestation between indigenous social actors, as well as expressions of unity.
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Williams, Cynthia A., and Ruth V. Aguilera. Corporate Social Responsibility in a Comparative Perspective. Edited by Andrew Crane, Dirk Matten, Abagail McWilliams, Jeremy Moon, and Donald S. Siegel. Oxford University Press, 2009. http://dx.doi.org/10.1093/oxfordhb/9780199211593.003.0020.

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Comparative studies of corporate social responsibility (CSR) are relatively rare, certainly as contrasted with other related fields, such as comparative corporate governance or comparative corporate law. This is to be expected in a field, such as CSR that is still ‘emergent’. While theoretical perspectives on corporate social performance or stakeholder management have been developed over two decades, it is only in the last decade that businesses have begun to exhibit serious evidence of CSR in their strategic management and stakeholder social reporting. This article goes on to explore how CSR can reflect wider national business and governance systems, such as market structures and rules, institutional norms, and respective responsibilities of governments, corporations and other social actors. A particularly exposed role, most notably for multinational corporations from the global north, is emerging for corporations in developing countries.
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Bhagat, Rabi S. Global Strategies and the Organization. Oxford University Press, 2017. http://dx.doi.org/10.1093/acprof:oso/9780190241490.003.0003.

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Global organizations are able to send messages to their subsidiaries and other operating units all over the world with remarkable speed with the Internet and computers. The formulation of strategies for these global organizations has to account for increases in volatility, uncertainty, complexity, and ambiguity on an ongoing basis. This chapter discusses the nature of changes that strategic management of global organizations consider as businesses shift from the OCED nations to emergent economies and adoption of market-oriented policies in all of the major trading nations in the WTO. The development of strategy in the era of globalization is guided by economic, political, cultural, and institutional forces that are vastly different from those that existed after World War II. Implementation of strategy is also considerably different than it was a few decades ago. This is discussed along with the consideration of ethical issues that are emerging on a worldwide scale.
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Book chapters on the topic "Prescriptive and emergent strategic management"

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Whittington, Richard. "Emergent Strategy." In The Palgrave Encyclopedia of Strategic Management, 1–3. London: Palgrave Macmillan UK, 2016. http://dx.doi.org/10.1057/978-1-349-94848-2_577-1.

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Whittington, Richard. "Emergent Strategy." In The Palgrave Encyclopedia of Strategic Management, 490–93. London: Palgrave Macmillan UK, 2018. http://dx.doi.org/10.1057/978-1-137-00772-8_577.

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Mintzberg, Henry, and James A. Waters. "Of Strategies, Deliberate and Emergent." In Readings in Strategic Management, 4–19. London: Macmillan Education UK, 1989. http://dx.doi.org/10.1007/978-1-349-20317-8_1.

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"Strategy by design and an emergent critique (part 1)." In Strategic Management, 33–42. Routledge, 2015. http://dx.doi.org/10.4324/9781315817132-8.

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"Strategy by design and an emergent critique (part 2)." In Strategic Management, 43–58. Routledge, 2015. http://dx.doi.org/10.4324/9781315817132-9.

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Charlton-Laing, Christine, and Gerald Grant. "Who Should Champion E-Learning Projects in Educational Institutions? Emergent Roles of School Leadership in a National E-Learning Project in a Developing Country." In Strategic Project Management, 249–68. CRC Press, 2015. http://dx.doi.org/10.1201/b18986-17.

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"Managing human resources in Africa: Emergent market challenges." In The Routledge Companion to Strategic Human Resource Management, 473–86. Routledge, 2008. http://dx.doi.org/10.4324/9780203889015-41.

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Ho, Luke, and Anthony S. Atkins. "IT Outsourcing." In IT-Enabled Strategic Management, 244–74. IGI Global, 2006. http://dx.doi.org/10.4018/978-1-59140-908-3.ch012.

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This chapter provides both practitioner and academic insights into outsourcing. It begins with a review of the literature and practice of outsourcing, followed by a retrospect of its developments since the 1960s, up to present-day emergent trends such as best/smart-sourcing, rural-sourcing and business application grids. Recent legal developments are highlighted, along with their corresponding impacts. Outsourcing decisions tend to focus solely on the short-term benefits of cost reduction and service level improvement and, hence, often lack strategic direction, thus indicating the need for strategic management frameworks in the decision process. This chapter introduces a generic framework for such decision-making and highlights other strategic frameworks developed by researchers. The chapter then concludes by summarizing suggested action points that enable both clients and service providers to best exploit the recent developments in outsourcing, in order to maintain the strategic edge in an increasingly complex and competitive business environment.
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Blattner, Geraldine, and Justin P. White. "Leadership in Foreign Language Departments." In Encyclopedia of Strategic Leadership and Management, 350–60. IGI Global, 2017. http://dx.doi.org/10.4018/978-1-5225-1049-9.ch026.

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In spite of common beliefs in higher education, language departments may not be the best places to learn languages given that the majority of faculty specialize in literary and cultural studies and a minority specialize Linguistics (VanPatten, 2015). The Chair is the assigned leader in foreign language (FL) departments which is not a field specific position, regardless of the make-up of faculty profiles. However, one assigned/emergent leadership role is that of the Language Program Director (LPD) which has a related scientific field of its own: Second Language Acquisition (SLA), a subfield of linguistics whose empirical research findings fuel language-teaching decisions and innovations. Traditionally, nonetheless, this leadership role has been held by faculty out of discipline and thereby this role is often emergent in nature. The purpose of the present chapter is to discuss strategic leadership in the FL department, common misperceptions, and approaches for improvement to ensure a successful pedagogically sound future addressing many scholars' concerns.
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Vanjara, Ketan. "The Future of Supply Chain Management." In Selected Readings on Strategic Information Systems, 344–58. IGI Global, 2009. http://dx.doi.org/10.4018/978-1-60566-090-5.ch022.

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This chapter initiates the concept of a customercentric model in supply chain systems. It discusses various constraints of present-day supply chain systems resulting from their roots being in logistics management and suggests an alternative next-level paradigm of a customer-centric matrix model. This chapter further demonstrates how this model would add value to the customer by taking the example of a healthcare information management system. The chapter also delves into the limitations of and anticipated issues and challenges in implementing the suggested model. Finally, the chapter hints at some broad directions for future research and action in the field. Emergent behavior is what happens when an interconnected system of relatively simple elements begins to self-organize to form a more intelligent and more adaptive higher-level system (Johnson, 2001).
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