The Role of the Social Context for Strategy-Making: Examining the impact of embeddedness on the performance of strategic initiatives Karolin Marx - kelloggchurch.org

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Marx, Karolin & Lechner, Christoph: The Role of the Social Context for Strategy Making: Examining the Impact of Embeddedness on the Performance of Strategic Initiatives. In Floyd, Steven W. ed.: Innovating Strategy Processes. Oxford: Blackwell, 2005, S. 135-148.

Oct 28, 2004 · The Role of the Social Context for Strategy-making 2004: Examining the Impact of Embeddedness on the Performance of Strategic Initiatives. A Paperback edition by Karolin Marx in English Oct 28, 2004.
Marx, The Role of the Social Context for Strategy-Making, 2004, Buch, 978-3-8244-8211-5. Bücher schnell und portofrei. Examining the impact of embeddedness on the performance of strategic initiatives. Authors: Karolin Marx. Christoph Lechner. Institute of Management IfB, University of St.Gallen, Switzerland. Dufourstrasse 48, 9000 St. Gallen, Switzerland. T. 41 – 71.

‐ Marx11 K, Lechner C. 2005. The Role of the Social Context for Strategy Making: Examining the Impact of Embeddedness on the Performance of Strategic Initiatives. In: Innovating Strategy Processes. USA: Blackwell Publishers, 2005: 135‐148. ‐ ISBN 1405129395 1 Marx. Marx11 K, Lechner C. 2005. The Role of the Social Context for Strategy Making: Examining the Impact of Embeddedness on the Performance of Strategic Initiatives. In: Innovating Strategy Processes. USA: Blackwell Publishers, 2005: 135‐148. ‐ ISBN 1405129395; Practicioner Oriented Journals. Gassmann O, Frankenberger K; Sauer R, Emmonet S.

The role of the social context for strategy making: Examining the impact of embeddedness on the performance of strategic initiatives. In S.W. Floyd, J. Roos, C.D. Jacobs, & F.W. Kellermanns Eds., Innovating strategy process. The impact of informal social interaction on innovation capability in the context of buyer-supplier dyads Journal of Business Research, Vol. 78 When risks cannot be. The Role of Social Context for Strategy Making: Examining the Impact of Embeddedness on the Performance of Strategic Initiatives Karolin Marx and Christoph Lechner. Strategic Consensus and Constructive Confrontation: Unifying Forces in the Resource Accumulation Process Franz W. Kellermanns and Steven W. Floyd. This paper studies the strategic impact of corporate social responsibility CSR in the international expansion of emerging market multinationals EMMs. EMMs face challenges in cross-border M&As partly due to suspicions about their origin; we argue that they can overcome them by generating social legitimacy with critical actors in host. This study examines the contingent effect of the degree of exploration characterizing strategic initiatives on the relationship between group-level organizational learning activities i.e.

In the last chapter we developed a theoretical model showing the impact that embeddedness has upon the performance of strategic initiatives. More specifically, we established a core model of the curvilinear relationships between four types of embeddedness — relational, structural, positional, and cognitive — and the performance of strategic. Feb 01, 2010 · For the social context as an important third internal selection mechanism, see K. Marx and C. Lechner, The role of the social context for strategy making: examining the impact of embeddedness on the performance of strategic initiatives, in: S. W. Floyd, J. Roos, C. D. Jacobs and F. W. Kellermans eds., Innovating Strategy Process: 135–148. In the face of such hurdles, it is important to understand the role of specific learning activities in the success of strategic initiatives. Researchers have examined a number of activities associated with the development of strategic initiatives, including idea generation, 4 influence behaviors, 5 entrepreneurial roles 6 and exchange relationships. 7 Each of these has been shown to play an. Studying either the development of strategic initiatives or inter-group social networks independently may be challenging, but design ing a study that combines observations on both these factors is. Innovating Strategy Processes by Steven W. Floyd, 9781405129398, available at Book Depository with free delivery worldwide.

ABSTRACT.

Dec 18, 2017 · 3.2 Micro‐level foundations: The mediating role of subsidiary manager strategic activities. While recent studies support a positive relationship between entrepreneurial orientation and performance outcomes, they also point to a number of important mediating or moderating factors that may explain further how entrepreneurship is translated into organizational outcomes e.g., Gupta &. The role of process and context factors on the success of strategic initiatives with low compatibility, Academy of Management Conference, Denver. Kownatzki, M., Lechner, C., Müller-Stewens, G. 2001. Decision speed and the role of corporate involvement, Strategic Management Society Conference, San. There already exists a substantial body of work dealing with the relationships between strategy and structure. But most of the studies oversimplify things by focusing mainly on di. Sensemaking and Sensegiving in Strategic Change Initiation, Strategic Management Journal, pp. 443-448. Goss, D. 2005a Schumpeter’s legacy? Interaction and emotions in the sociology of Entrepreneurship, Entrepreneurship: Theory and Practice, Vol. 29, pp. 205-218.

Dopson, Sue, Fitzgerald, Louise and Ferlie, Ewan 2008 Understanding Change and Innovation in Healthcare Settings: Reconceptualizing the Active Role of Context. The Journal of Change Management, 8 3-4. pp. 213-231. Link to full text available through this repository. Secondly, strategic posture refers to product-market variation or the degree of breadth and change in a firms products and markets e.g., Hambrick, 1983; Snow & Hrebiniak, 1980. Thirdly, strategic context may be defined as product-market variation, work flow integration, and firm size Snell, 1992. Organizational theory and research has increased attention to the determinants and consequences of attention in organizations. Attention is not, however, a unitary concept but is used differently in various metatheories: the behavioral theory of the firm, managerial.

The Role of Social Context for Strategy Making: Examining the Impact of Embeddedness on the Performance of Strategic Initiatives Karolin Marx and Christoph Lechner. 15. Strategic Consensus and Constructive Confrontation: Unifying Forces in the Resource Accumulation Process Franz W. Kellermanns and Steven W. Floyd. The World Bank Legal Review Volume 6 Improving Delivery in Development: The Role of Voice, Social Contract, and Accountability The World Bank Legal Review is a publication for policy makers and. Burgelman, R.A. 1983. “A Model of the Interaction of Strategic Behavior, Corporate Context, and the Concept of Strategy,” Academy of Management Review, 8: 61-70. Burgelman, Robert A. 1991. “Intraorganizational Ecology of Strategy Making and Organizational Adaptation: Theory and Field Research.” Organization Science 23:239-62.

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.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.Get this from a library! The Role of the Social Context for Strategy-Making: Examining the impact of embeddedness on the performance of strategic initiatives. [Karolin Marx] -- 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.

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This paper focuses on strategic management by examining the influence of external forces on the firm and how the firm reacts to such external involvement through the internal resource economics. Dec 02, 2013 · This on-line version is the pre-copyedited, preprint version. The published version can be found here: 'A neo-Gramscian approach to the regulation of urban regimes', in M. Lauria, ed., Reconstructing Urban Regime Theory, London: Sage, 51-73, 1997. The perspective on urban regimes presented here is based on a neo-Gramscian reading of the regulation approach as.

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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

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