Seeing isn't believing: understanding diversity in the timing of strategic response

Article Abstract:

There is general consensus in the strategy literature that successful firms alter strategy to address changes in their environments and enact more favourable conditions. Studies of organizational change suggest that this adjustment is not always made in a timely manner. Different beliefs about cause and effect have been established as a plausible explanation for differential responses to environmental change. This exploratory study of six pharmaceutical firms suggests more specifically that multiple concepts associated with environmental changes must be directly linked to organizational performance before new strategies are initiated. The results emphasize the importance of stress as a precursor to strategic response and have implications for the way we conceptualize 'response' when referring to significant changes in strategy. (Reprinted by permission of the publisher.)

Pharmaceutical Preparation Manufacturing, Pharmaceutical preparations, Research, Performance, Planning, Pharmaceutical industry, Drugs, Organizational change, Strategic planning (Business)

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Forging the iron cage: interorganizational networks and the production of macro-culture

Article Abstract:

This article examines how organizations participate in shaping the cultural environments of the nations that they inhabit. Cultural environments, we argue, emerge in a primarily unintended fashion as a consequence of routine, network interactions among organizations in four overlapping yet analytically distinct sectors: government, the mass media, educational institutions, and the business community. Differences in the structure of these national networks condition dynamic patterns of change in nations' cultural environments. In highly centric national networks, government will tend to dominate the production of cultural environments. In less centric networks, other institutional sectors play more commanding roles. (Reprinted by permission of the publisher.)

Social aspects, Analysis, Influence, Associations, institutions, etc., Associations, Interorganizational relations, Social evolution

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