Zubac, Angelina and Dasborough, Marie and Hughes, Kate and Jiang, Zhou and Kirkpatrick, Shelley and Martinsons, Maris and Tucker, Danielle and Zwikael, Ofer (2021) The strategy and change interface: Understanding 'Enabling" processes and cognitions. Management Decision, 59 (3). pp. 481-505. DOI https://doi.org/10.1108/md-03-2021-083
Zubac, Angelina and Dasborough, Marie and Hughes, Kate and Jiang, Zhou and Kirkpatrick, Shelley and Martinsons, Maris and Tucker, Danielle and Zwikael, Ofer (2021) The strategy and change interface: Understanding 'Enabling" processes and cognitions. Management Decision, 59 (3). pp. 481-505. DOI https://doi.org/10.1108/md-03-2021-083
Zubac, Angelina and Dasborough, Marie and Hughes, Kate and Jiang, Zhou and Kirkpatrick, Shelley and Martinsons, Maris and Tucker, Danielle and Zwikael, Ofer (2021) The strategy and change interface: Understanding 'Enabling" processes and cognitions. Management Decision, 59 (3). pp. 481-505. DOI https://doi.org/10.1108/md-03-2021-083
Abstract
The aim of this special issue is to better understand the strategy and change interface, in particular, the (sub)processes and cognitions that enable strategies to be successfully implemented and organisations effectively changed. The ten papers selected for this special issue reflect a range of scholarly traditions and, thus, as our review and integration of the relevant literatures, and our introductions to the ten papers demonstrate, they shed light on the strategy and change interface in starkly different ways. Collectively, the papers give us more insight into the recursive activities, and structural, organizational learning and cognitive mechanisms that are encouraged or deliberately established at organizations to allow their people to successfully implement a strategy and effect change, including achieve greater levels of horizontal alignment. Moreover, they demonstrate the benefits associated with establishing platforms and/or routines designed to overcome decision-makers’ cognitive shortcomings while implementing a strategy or making timely adjustments to it. We conclude out editorial by identifying some yet unanswered questions.
Item Type: | Article |
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Uncontrolled Keywords: | strategy, strategy implementation, change management, organizational change, transformation, dynamic capabilities, microfoundations, strategic projects, processes, cognitions, horizontal alignment, institutions |
Divisions: | Faculty of Social Sciences Faculty of Social Sciences > Essex Business School |
SWORD Depositor: | Unnamed user with email elements@essex.ac.uk |
Depositing User: | Unnamed user with email elements@essex.ac.uk |
Date Deposited: | 23 Mar 2021 10:13 |
Last Modified: | 06 Jan 2022 14:23 |
URI: | http://repository.essex.ac.uk/id/eprint/30078 |
Available files
Filename: Mgmt decision editorial accepted version.pdf