Abstract
In this chapter we analyze strategic management processes in an organization. Our interest is to understand how top management develops strategic intentions and how those intentions can turn into realized strategy. In our study, we consider both theoretical work and empirical evidence. Our research is greatly influenced by the premise that a systemic approach to strategic governance in organizations is beneficial. Such an approach takes into account the dynamic interaction of numerous processes that affect an organization. In particular, we examine learning processes which give rise to the strategic intentions of top management, managerial processes which top management enacts, and organizational behaviors instigated by top management or developed independently of the executive body. All of these processes unfold in environments which, as a rule, are in a state of constant flux. Our aim, therefore, is to propose a dynamic model of strategy-making (realized strategy) which can be useful to management as a frame of reference for understanding and effectively governing the dynamics of the organizational system and strategy in action. Our model can be applied both in cases where a radical change is needed and in cases when innovation follows an incremental, evolutionary logic.
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© 2010 Vittorio Coda
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Coda, V., Mollona, E. (2010). Governing Strategy Dynamics. In: Entrepreneurial Values and Strategic Management. Bocconi on Management Series. Palgrave Macmillan, London. https://doi.org/10.1057/9780230299054_6
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DOI: https://doi.org/10.1057/9780230299054_6
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