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Sequence of thinking and acting in strategy making

Listed author(s):
  • Vilà, Joaquim


    (IESE Business School)

  • Canales, Juan I.

    (IESE Business School)

Registered author(s):

    This 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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    Paper provided by IESE Business School in its series IESE Research Papers with number D/436.

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    Length: 15 pages
    Date of creation: 24 May 2001
    Handle: RePEc:ebg:iesewp:d-0436
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