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The Role of the Social Context for Strategy-Making : Examining the Impact of Embeddedness on the Performance of Strategic Initiatives 🔍
Karolin Marx (auth.) Deutscher Universitäts Verlag, Gabler Edition Wissenschaft, 1. Aufl, Wiesbaden, 2004
English [en] · PDF · 6.7MB · 2004 · 📘 Book (non-fiction) · 🚀/lgli/lgrs/nexusstc/scihub/zlib · Save
description
In recent years, a new form of strategy-making has evolved within firms, which focuses on the continuous development of strategic initiatives. Nevertheless, our understanding of the professional management of strategic initiatives remains limited. Why do some initiatives fail to materialize? What role does organizational context, and more specifically its social aspect, play in this process?
Karolin Marx analyzes the impact of the social context, represented by the embeddedness of the initiative teams in the intrafirm network, on the performance of strategic initiatives by studying a sample of 54 corporate strategic initiatives. The results support the significance of the social context for strategy-making. However, it is shown that social relationships are not only positive, but can also impede the successful development of strategic initiatives. Furthermore, it is underscored that exploratory initiatives prosper in a different social setting than their exploitive counterparts. Therefore management should create a balanced environment in which both types of initiatives can develop and survive.
Alternative filename
lgrsnf/A:\compressed\10.1007%2F978-3-322-81847-8.pdf
Alternative filename
nexusstc/The Role of the Social Context for Strategy-Making/6ab03767b2bc6b3ef3c3876463b5dbdd.pdf
Alternative filename
scihub/10.1007/978-3-322-81847-8.pdf
Alternative title
The Role of the Social Context for Strategy-Making: Examaning the impact of embeddedness on the performance of strategic initiatives
Alternative author
Karolin Marx; Günter Müller-Stewens; Andreas Herrmann
Alternative author
Karolin Frankenberger
Alternative author
Karoline Marx
Alternative publisher
Betriebswirtschaftlicher Verlag Dr. Th. Gabler. in Springer Fachmedien Wiesbaden GmbH
Alternative publisher
VS Verlag für Sozialwissenschaften. in Springer Fachmedien Wiesbaden GmbH
Alternative publisher
Deutscher Universitätsverlag. in Springer Fachmedien Wiesbaden GmbH
Alternative publisher
Vieweg & Teubner. in Springer Fachmedien Wiesbaden GmbH
Alternative publisher
Springer Science & Business Media
Alternative edition
Dissertationen / Universität St. Gallen, Nr. 2949, Wiesbaden, 2004
Alternative edition
Springer Nature, Wiesbaden, 2012
Alternative edition
Germany, Germany
Alternative edition
January 1, 2004
metadata comments
lg979799
metadata comments
{"edition":"1","isbns":["3322818470","3824482118","9783322818478","9783824482115"],"last_page":274,"publisher":"Deutscher Universitätsverlag"}
Alternative description
v Foreword Over the years strategic initiatives have received increasing importance as core vehicles for strategy-making. These coordinated undertakings enable firms to reinforce the current strategy or alter it in order to realign the organization in accordance with changed environmental conditions. Despite the growing importance of strategic initiatives the overall understanding of their professional management is still limited. While previous research has acknowledged the importance of the organizational context for the successful development of strategic initiatives, so far only little research has focused on this important link. Especially the social side of the organizational context has remained under-investigated. Karolin Marx addresses this shortcoming and analyzes the role of the social context, represented by the embeddedness of the initiative team in the intrafirm network, for strategy making. As initiatives are pursued by teams, it is reasonable to assume that the type and quality of the team's social relations to other organizational units impacts the thinking and behavior within the team and thus the performance of the initiative.
Erscheinungsdatum: 28.10.2004
Alternative description
Front Matter....Pages I-XV
Introduction....Pages 1-12
Theoretical background....Pages 13-77
Theoretical model....Pages 78-100
Methodology....Pages 101-178
Results....Pages 179-204
Discussion and implications....Pages 205-230
Conclusions....Pages 231-236
Back Matter....Pages 237-275
Alternative description
Karolin Marx Examines The Significance Of The Social Context For Strategy-making. She Shows That Social Relationships Within Organizations Are Not Only Positive, But Can Also Impede The Successful Development Of Strategic Initiatives.
Alternative description
Karolin Marx ; With A Foreword By Günter Müller-stewens. The Author's Thesis (doctoral)--hochschule St. Gallen Für Wirtschafts-, Rechts- Und Sozialwissenschaften, 2004. Includes Bibliographical References (p. 257-274).
date open sourced
2013-08-01
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