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Strategic Organization
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Hybrid journal (It can contain Open Access articles)
ISSN (Print) 1476-1270 - ISSN (Online) 1741-315X
Published by Sage Publications

[737 journals] [SJR: 1.349] [H-I: 9]

Does disclosure matter' Integrating organizational learning and
impression management theories to examine the impact of public disclosure
following failures
- Authors: Desai; V. M.
  Pages: 85 - 108
  Abstract: The typically disparate literatures on organizational learning and impression management have both separately sought to examine how organizations respond following failure, with the former asking how organizations learn from these events and the latter investigating how organizations use public disclosures to manage perceptions following these events. This study integrates these perspectives to ask how disclosures might impact learning through failure. The study distinguishes between major and minor failures, asserting that public disclosures exert a distinct influence on learning through either form of experience. Related hypotheses are tested on failures arising within the US air-traffic control system. Although no support is obtained for predictions about major failures, the study finds that facilities can learn through minor failures but the process is impeded by public disclosures, suggesting the notable influence that these disclosures have over audiences’ perceptions of the organization or its role in these events. This approach addresses a longstanding tension regarding why some organizations learn more effectively than others by emphasizing how organizations shape interpretations of their experience.
  PubDate: 2014-05-07T08:04:13-07:00
  DOI: 10.1177/1476127013517603|hwp:master-id:spsoq;1476127013517603
  Issue No: Vol. 12, No. 2 (2014)
The role of transactive memory in the formation of organizational routines
- Authors: Miller, K. D; Choi, S, Pentland, B. T.
  Pages: 109 - 133
  Abstract: This study addresses how individuals combine their diverse skills during the process of forming organizational routines. Our explanation centers on the development of transactive memory, which forms during the initial performances of a routine, as actors search for (and subsequently remember) other actors with the capabilities needed to complete a routine. We present an agent-based model to analyze how the distribution and availability of individual capabilities influence the set of actors involved in performing routines, initially and over time. The model shows that even when the pattern of actions stays the same, the pattern of actors involved in performing an organizational routine can change continuously. Variations in the efficiency of routine formation that are inexplicable in terms of action sequences may be readily explained when we examine actor sequences. Transactive memory contributes to the theory of organizational routines by serving as a bridge between individuals’ skills and collective capabilities.
  PubDate: 2014-05-07T08:04:14-07:00
  DOI: 10.1177/1476127014521609|hwp:master-id:spsoq;1476127014521609
  Issue No: Vol. 12, No. 2 (2014)
Winning hearts and minds: Field theory and the three dimensions of
strategy
- Authors: King, B. G; Walker, E. T.
  Pages: 134 - 141
  Abstract: Strategy involves more than seeking to accomplish goals, innovate, and improve financial performance. We offer a field-theoretic perspective that distills three key dimensions of strategy: the need to accrue and mobilize resources, maintain an organization’s status, and achieve greater levels of power and influence. Strategy evolves as actors seek cooperative partners or come into conflict with other actors who hold competing worldviews. Attaining strategic advantages depends greatly on actors’ abilities to shape the perceptions of others. Actors must be able to win the public’s hearts and minds if they are to gain positions of prominence and to influence the rules of the game that shape who wins or loses. Much strategic action evolves from these contests over shaping key audiences’ perceptions. Field theory, in our view, provides a more holistic view of strategy.
  PubDate: 2014-05-07T08:04:14-07:00
  DOI: 10.1177/1476127014529758|hwp:master-id:spsoq;1476127014529758
  Issue No: Vol. 12, No. 2 (2014)
Rarely pure and never simple: Assessing cumulative evidence in strategic
management
- Authors: Newbert, S. L; David, R. J, Han, S.-K.
  Pages: 142 - 154
  Abstract: As empirical evidence in strategy has accumulated, scholars have shown increasing interest in assessing the empirical record of leading theories. Two methods of assessment have figured prominently: vote counting and meta-analysis. Recently, critics have denounced the former in favor of the latter. While meta-analysis is certainly a powerful assessment tool, we argue that both vote counting and meta-analysis are characterized by certain strengths and weaknesses and that these methods should be seen as complementary means of understanding bodies of empirical evidence. We provide guidance regarding when to employ each method and how to improve the process of cumulative assessment.
  PubDate: 2014-05-07T08:04:14-07:00
  DOI: 10.1177/1476127014529895|hwp:resource-id:spsoq;12/2/142
  Issue No: Vol. 12, No. 2 (2014)

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