Sequence of thinking and acting in strategy making
AbstractThis paper gives an answer to the continuing emergent-deliberate debate. Thinking and acting are two outstanding features of this controversy. What is needed in the field is a framework that can explain under what circumstances each of these two features takes place along the strategy-making process. The focus of the paper is on the sequence of thinking and acting in the strategy-making process. A framework is developed to show how thinking co-evolves with action in a succession of strategic activities. Within boundaries, strategic activities are carried forward by social automatic behaviour, following a set pattern. Yet, when an action crosses a certain threshold, a different condition of awareness is achieved. Similarly, thought can cross an equivalent threshold, giving rise to consciousness. Either condition enhances the organization's ability to make changes in the direction of its strategic activity.
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Bibliographic InfoPaper provided by IESE Business School in its series IESE Research Papers with number D/436.
Length: 15 pages
Date of creation: 24 May 2001
Date of revision:
strategy-making process; strategic activities;
Find related papers by JEL classification:
- M10 - Business Administration and Business Economics; Marketing; Accounting - - Business Administration - - - General
- M19 - Business Administration and Business Economics; Marketing; Accounting - - Business Administration - - - Other
This paper has been announced in the following NEP Reports:
- NEP-ALL-2002-11-18 (All new papers)
- NEP-CBE-2002-11-18 (Cognitive & Behavioural Economics)
- NEP-COM-2002-11-18 (Industrial Competition)
- NEP-EVO-2002-11-18 (Evolutionary Economics)
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