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Titlebook: Determinants of the Performance of Strategic Initiatives; Wolfgang Kaltenbrunn Book 2009 Gabler Verlag | Springer Fachmedien Wiesbaden Gmb

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書(shū)目名稱(chēng)Determinants of the Performance of Strategic Initiatives
編輯Wolfgang Kaltenbrunn
視頻videohttp://file.papertrans.cn/270/269313/269313.mp4
圖書(shū)封面Titlebook: Determinants of the Performance of Strategic Initiatives; Wolfgang Kaltenbrunn Book 2009 Gabler Verlag | Springer Fachmedien Wiesbaden Gmb
描述Foreword Since the first studies by Bower and Burgelman in the early 1980’s on the phenomenon of strategic initiatives, the use of strategic initiatives in the strategic management of diversified organizations now is omnipresent. Strategic initiatives are seen as efficient answers of management teams for pressing challenges. By making use of strategic initiatives, managers can proceed flexibly and with entrepreneurial vigor from broad ideas toward specific commitments. Managing initiatives is perceived as a complex challenge by most managers. Empirical studies show that about 70% of all strategic initiatives fail to reach their goals. This statistic shows us, that successful management and implementation of strategic initiatives requires a multitude of diverse managerial skills. To date, the complexity of strategic initiatives is most often not fully taken into account in strategic management research. Almost all studies investigating strategic initiatives have concentrated either on the external or internal organizational context or have solely identified contextual factors that undermine the successful implementation of strategic initiatives. This underscores the fact that most p
出版日期Book 2009
關(guān)鍵詞Performance; Strategisches Management; organizational context; strategegy process; strategic initiatives
版次1
doihttps://doi.org/10.1007/978-3-8349-8326-8
isbn_softcover978-3-8349-1840-6
isbn_ebook978-3-8349-8326-8
copyrightGabler Verlag | Springer Fachmedien Wiesbaden GmbH, Wiesbaden 2009
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Lidewyde H. Berckmoes,Ben WhiteSince this view of strategy-making involves the social interaction of many organizational members, research on strategic initiatives is at the center of the academic debate on strategic change and renewal (e.g., Brown & Eisenhardt, 1997; Burgelman, 2002; Floyd & Lane, 2000), a subfield of strategy process research (Lechner, 2006).
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Introduction,Since this view of strategy-making involves the social interaction of many organizational members, research on strategic initiatives is at the center of the academic debate on strategic change and renewal (e.g., Brown & Eisenhardt, 1997; Burgelman, 2002; Floyd & Lane, 2000), a subfield of strategy process research (Lechner, 2006).
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Lidewyde H. Berckmoes,Ben Whitehis view is also the basis of earlier studies by Bower (1970), Burgelman (1983a, 1991), Lovas and Ghoshal (2000) and McGrath (2001). In line with this thesis‘s core ontological assumption of reality as a concrete process (Morgan & Smircich, 1980), we define strategic initiatives “as discrete proacti
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