Strategizing in Complex Contexts
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The issue of how strategizing takes place in complex contexts is explored in this in-depth study of one complex firm operating in complex environments. The research focuses on manager and staff activities addressing strategic issues and how those activities attempt to shape the future of the firm. Twenty subsystems have been identified in the firm investigated. These subsystems form a network of interdependent subsystems. The various subsystems in organizations form an overall strategizing system. Nine integration mechanisms are identified and described. The integration mechanisms have been fo...
The issue of how strategizing takes place in complex
contexts is explored in this in-depth study of one
complex firm operating in complex environments. The
research focuses on manager and staff activities
addressing strategic issues and how those activities
attempt to shape the future of the firm. Twenty
subsystems have been identified in the firm
investigated. These subsystems form a network of
interdependent subsystems. The various subsystems in
organizations form an overall strategizing system.
Nine integration mechanisms are identified and
described. The integration mechanisms have been
found to play a key role in translating and
integrating issues and subsystems and in integrating
subsystems with interdependencies. Such strategy
processes tend to result in incremental adjustments
of the present organization. When organizations are
confronted with strategic issues for which it does
not have appurtenant subsystems, management faces a
fundamental strategic decision as to whether new
subsystems should be created. The presence of
subsystems has significant consequences for the
speed with which the organization can handle issues.
contexts is explored in this in-depth study of one
complex firm operating in complex environments. The
research focuses on manager and staff activities
addressing strategic issues and how those activities
attempt to shape the future of the firm. Twenty
subsystems have been identified in the firm
investigated. These subsystems form a network of
interdependent subsystems. The various subsystems in
organizations form an overall strategizing system.
Nine integration mechanisms are identified and
described. The integration mechanisms have been
found to play a key role in translating and
integrating issues and subsystems and in integrating
subsystems with interdependencies. Such strategy
processes tend to result in incremental adjustments
of the present organization. When organizations are
confronted with strategic issues for which it does
not have appurtenant subsystems, management faces a
fundamental strategic decision as to whether new
subsystems should be created. The presence of
subsystems has significant consequences for the
speed with which the organization can handle issues.
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