Integrating Strategy-Making through Interactive Controls

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Integrating Strategy-Making through Interactive Controls

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Titel: Integrating Strategy-Making through Interactive Controls
Seizing Opportunities and Managing Threats
Forfatter: Sax, Johanna; Juul Andersen, Torben
Resume: Strategic responses to complex and frequent environmental changes must balance the tension between innovative opportunistic search and optimization of operating processes. The ability to survive and thrive depends on an ability to facilitate dispersed exploratory initiatives, test their commercial viability, and exploit the associated business opportunities. However, dispersion of authority requires coordination as well as empowerment calls for extended controls. Hence, there is a tension between the aim of avoiding diversion of corporate resources through tight control of plans and facilitation of decentralized autonomous initiatives searching for opportunities. This prescribes a strategy process that gives direction and forms structure while it at the same time enables innovative behaviors and entrepreneurial initiatives. To this end, the paper outlines an integrative model that combines centrally planned (induced) and decentralized (autonomous) strategy-making with interactive control processes. The strategy and management accounting literatures are synthesized to develop the theoretical underpinning for the model and its proposed outcome effects. It is argued that interaction control of central and dispersed strategy-making creates a dynamic system that drives organizational adaptation. The outmoded strategic control concept is revisited and updated for contemporary responsiveness needs under increasingly turbulent conditions. Finally, the paper lays out a method for an empirical survey-based study that can test the propositions from large-scale corporate sampling.
URI: http://hdl.handle.net/10398/8786
Dato: 2013-11-14
Note: Paper presented at the 16th International Academy of Management and Business (AIMB) Conference, Washington DC, USA, November 6-7, 2013.

Creative Commons License This work is licensed under a Creative Commons License.

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