The design school: reconsidering the basic premises of strategic management

Article Abstract:

The 'design school' model of strategic development, which focuses on a non-complex model that perceives the process of strategic formation as a design process to reach a satisfactory balance between internal distinctive competence and external threat and opportunity, is analyzed to determine its validity. Premises examined which make up the design school model include the belief that strategy formation should be a conscious, controlled process of thought; that the model of strategy formation should be kept informal; and that strategies emerge from the process completely formulated. While the model has limitations, four conditions may encourage an organization to use the design school model, including when relevant knowledge has been established and a situation is stable; an organization can cope with a centrally articulated strategy; and one person can handle all data connected to developing strategy.

---

Cycles of organizational change

Article Abstract:

A comprehensive framework that describes organizational change in terms of cycles in different dimensions is proposed. A system of concentric cycles depicts the different contents of change at various levels ofabstraction. Alternatively, change is also circumferential, representing its various means and processes at any given level. Finally, tangential change describes particular episodes of change which cause a movement away from the established cycle, thus resulting in spiraling along a trajectory. This last dimension represents the sequences and patterns of change. The framework is applied to an analysis of three of the world's major religions: Roman Catholicism, Protestantism and Buddhism, resulting in three developmental models: enclaving, cloning and uprooting, respectively.

Models, Organizational change, Organizational research

---

Visionary leadership and strategic management

Article Abstract:

The concept of visionary leadership is described in a strategic management context. Visionary leadership is analyzed by comparing it to theatre and developing models of visionary leadership as an interaction of representation, repetition, and assistance. Leadership is also analyzed by reviewing the experiences of several visionary leaders. Typologies of visionary leadership are developed, including: proselytizers, bricoleurs, idealists, and diviners.

Leadership

Similar abstracts:

• Abstracts: The creation of momentum for change through the process of strategic issue diagnosis. Problem formulation as a purposive activity
• Abstracts: The problem of unobservables in strategic management research
• Abstracts: Insolvents can avoid income from discharges of debt. TAMRA adds new considerations to the choice between asset and stock acquisitions
• Abstracts: Decision making, cognitive science and accounting: an overview of the intersection. The efficacy of a red flags questionnaire for assessing the possibility of fraud
• Abstracts: Relating party transactions the UK way. Proposed statement of standard accounting practice - ED46: disclosure of related party transactions

This website is not affiliated with document authors or copyright owners. This page is provided for informational purposes only. Unintentional errors are possible.