Strategic Planning

Strategic Reconfigurations: Building Dynamics Capabilities by Stuart Wal, Carsten Zimmermann, Ronald Klingebiel, Dieter

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By Stuart Wal, Carsten Zimmermann, Ronald Klingebiel, Dieter Lange

This path-breaking booklet presents particular insights into the organisational realities of strategic reconfigurations in doubtful markets, hence advancing the dynamic strength standpoint. Dynamic services proceed to excite teachers. it's a point of view that gives you causes of aggressive virtue, yet its complete capability is still a little bit hidden at the back of summary notions. This eloquent quantity seeks to beat the problem by way of combining the idea and perform of organisational source configurations. Joint contributions via specialist teachers and enterprise executives demystify, but additionally ascertain, parts of the idea. hence, the e-book integrates dynamic functions with organisational realities in addition to with adjoining theories of strategic innovation and entrepreneurship. "Strategic Reconfigurations" presents a advisor to strategic administration in turbulent occasions, for college kids, researchers, and pros alike. enterprise executives in high-velocity markets will locate the ebook beneficial.

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Extra resources for Strategic Reconfigurations: Building Dynamics Capabilities in Rapid Innovation-Based Industries

Sample text

To search for, receive and process this type of to-be feedback, firms must be outward and responsive, but also formal, rational and comprehensive in terms of their internal planning and control (Bourgeois and Eisenhardt 1988; Eisenhardt, 1999). Such requirements call for management control systems that allow firms to process to-be feedback in a vigilant and sagacious manner, so as to monitor and restrict any inappropriate reactions to the frequent and discontinuous change. Therefore, we propose that in high-velocity environments, a joint emphasis on boundary systems and diagnostic systems will help screen, restrict and adjust organizational behaviors in line with environmental changes.

Jr. (1990), Scale and Scope: The Dynamics of Industrial Competition, Cambridge, MA: Harvard University Press. H. (2003), ‘Management control systems design within its organizational context: Findings from contingency-based research and directions for the future’, Accounting, Organizations and Society, 28, 127–68. J. (1994), ‘How valuable are organizational capabilities’, Strategic Management Journal, 15 (1), 143–52. M. G. March (1963), A Behavioral Theory of the Firm, Englewood Cliffs, NJ: Prentice-Hall.

To search for, receive and process this type of to-be feedback, firms must be outward and responsive, but also formal, rational and comprehensive in terms of their internal planning and control (Bourgeois and Eisenhardt 1988; Eisenhardt, 1999). Such requirements call for management control systems that allow firms to process to-be feedback in a vigilant and sagacious manner, so as to monitor and restrict any inappropriate reactions to the frequent and discontinuous change. Therefore, we propose that in high-velocity environments, a joint emphasis on boundary systems and diagnostic systems will help screen, restrict and adjust organizational behaviors in line with environmental changes.

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