Session 63
Political and Material Aspects of Strategy Making
Track J |
Date: Monday, October 5, 2015 |
Track X |
Time: 13:45 – 15:00 |
Paper |
Room: Governor's Square 16 |
Session Chair:
- Robert Demir, Lancaster University
Abstract: This study uses pictorial animal metaphor imagery to explore organisational identity through two novel methods: a pictorial based survey instrument and a card-sort exercise. These are based on a ‘tall’ ontology linking micro-level praxis with structures and systems in the outside social world to explore discursive strategy practices and expand the boundaries of what is considered strategy. Animal images are important objects of emotional and mystic attachment and can help prioritise questions about which identities are appropriate, focusing strategists on the organization’s primary values, vision or mission(s) before debates about performance can occur. Pictures play a key role in this process, with narratives helping to recursively constitute an organization and its actors in an ongoing ‘metaconversation’ about the meaning and purposes of the organization.
Abstract: Our research focusses on the ‘uniqueness paradox’ in acquisitions and how organizational leaders can overcome this paradox through voluntary communications. The ‘paradox’ stems from the following: Acquisitions are critical to managers’ efforts to improve competitive advantage, however, markets downgrade these deals, often because they are uncertain about how to evaluate these deals, particularly if the deal is a unique combination of organisations for which there are no precedents. We focus on a particular type of reactive impression management, the skilful deployment of voluntary communications, in order to assess whether these communications are associated with lower levels of analysts’ evaluative uncertainty. Broad empirical support for our theoretical arguments is shown in a 10-year sample of 6,138 deals and18,264 interim news events.
Abstract: A major challenge of newly appointed CEOs is to establish a network of individuals with whom they work closely on important issues. These individuals are the immediate collaborators of the CEO and constitute the strategic apparatus of the organization, which might include some top managers, members of board of directors, or key supporting staff. Without establishing an effective strategic apparatus, it is unlikely that new CEOs can achieve their agenda and to direct their organization effectively. In this paper, we draw on a longitudinal qualitative study of eight firms and identify how new CEOs create their strategic apparatus of different configurations, depending on various personal and organizational contexts. Moreover, we show the mechanisms of how the strategic apparatus evolves and changes over time.
Abstract: Strategy tools are frequently used in organization and widely taught. However, the real impact of strategy tools in practice is still uncertain. In addition, strategy tools can actually also introduce misunderstandings and are by no means guarantees for establishing shared meaning. We analyse the viewing pattern of 98 users, i.e., their eye movements, and explore significant patterns and their predictive value for tools understanding. With these insights, we provide decision-makers who use strategy tools in practice with insights on how to improve shared meanings in organizations. Furthermore, the insights can influence how we teaching strategy tools.
All Sessions in Track J...
- Sun: 08:00 – 09:15
- Session 74: Open Strategy Workshops: Lessons Learned from Practising Strategizing
- Sun: 09:45 – 11:00
- Session 76: The evolution of the strategy as a profession and the field of strategy
- Sun: 11:15 – 12:30
- Session 81: Mapping current insights on strategy implementation
- Sun: 16:15 – 17:30
- Session 61: The Institutional Level of Strategizing Activities
- Sun: 17:45 – 00:00
- Session 318: Strategy Practice Business Meeting
- Mon: 08:00 – 09:15
- Session 62: Multi-level perspectives on capability development
- Mon: 13:45 – 15:00
- Session 63: Political and Material Aspects of Strategy Making
- Tue: 11:00 – 12:15
- Session 64: Strategic Renewal through Practical Engagement
- Tue: 14:15 – 15:30
- Session 65: Strategy Practice, Identity and Sensemaking
- Tue: 15:45 – 17:00
- Session 66: Building Nonmarket Strategic Capability
- Tue: 17:30 – 18:45
- Session 60: Blurring the Boundaries of Strategy Work
- Sun: 08:00 – 09:15
- Session 74: Open Strategy Workshops: Lessons Learned from Practising Strategizing
- Sun: 09:45 – 11:00
- Session 29: The Elephant in the Room: How public policy and institutions help drive innovation, entrepreneurship, and firm performance
- Session 76: The evolution of the strategy as a profession and the field of strategy
- Sun: 11:15 – 12:30
- Session 12: Environmental Entrepreneurship: How and When do Entrepreneurs address Environmental Degradation?
- Session 38: Big Game Hunting: Accessing and Interacting with Senior Executives for Empirical Research
- Sun: 13:45 – 14:30
- Session 307: Lifetime Achievement Award Recipient
- Sun: 14:45 – 15:45
- Session 7: New Frontiers in Technologies, Fields, and Business Models: Implications for Academic and Practice Knowledge Creation
- Sun: 16:15 – 17:30
- Session 61: The Institutional Level of Strategizing Activities
- Session 261: Knowledge Creation and Sharing in Virtual Communities
- Mon: 08:00 – 09:15
- Session 72: External Influences: Audiences and Media
- Session 126: Entry Mode & Cross-Border Acquisitions
- Session 140: New Perspectives on the Outside Director Selection Process
- Mon: 09:45 – 11:00
- Session 8: Elevating our Understanding of Organizational Performance: Bridging the Frontiers of Business and Corporate Strategies
- Mon: 11:15 – 12:30
- Session 149: Management and Coordination of Multinationals
- Session 220: Perspectives on CEO Compensation
- Mon: 13:45 – 15:00
- Session 16: Human Capital and Innovation
- Session 37: Political Ties: Knots or Bows?
- Session 63: Political and Material Aspects of Strategy Making
- Session 97: Accelerators, corporate VCs and new venture creation
- Session 258: Explainng CSR: External Factors
- Mon: 15:15 – 16:15
- Session 227: Mergers, Acquisitions and Divestitures: Reconfiguring Resource Bases for Value Creation and Growth
- Session 308: Strategy Beyond the Firm: Creating and Capturing Value from External Resources
- Session 310: When the Smoke Clears: The Emergence of the Cannabis Industry
- Session 311: Theory Fragmentation in Strategic Management?
- Session 312: Climate Change: Why and How Should Strategic Management Care?
- Mon: 16:45 – 18:00
- Session 42: The Word is Out! Stakeholder Responses to Public Signals of Firms' Behaviors
- Session 112: Acquisitions - Before the Deal
- Tue: 08:00 – 09:15
- Session 309: Looking Good and Sounding Better: Impression Management by CEOs
- Tue: 09:45 – 10:45
- Session 9: Whatever Happened to Theory in Strategic Management?
- Tue: 11:00 – 12:15
- Session 70: CEO Characteristics: Microfoundations of Behavioral Strategy
- Tue: 14:15 – 15:30
- Session 116: Acquisitions - After the Deal
- Tue: 15:45 – 17:00
- Session 52: Entrepreneurial business models
- Session 219: A Tough Crowd: Critical Examinations by Owners and Stakeholders
- Session 262: Pioneering Knowledge
- Tue: 17:30 – 18:45
- Session 144: Board Structure: What Works Best?
- Session 208: Internationalization Strategies and Performance