Strategizing in Complex Contexts

Frank Elter

ISBN 10: 3639152743 / ISBN 13: 9783639152746

Published by VDM Verlag Dr. Müller, 2009

About this Item

nach der Bestellung gedruckt Neuware - Printed after ordering - The issue of how strategizing takes place in complex contexts is explored in this in-depth study of one complex firm operating in complex environments. The research focuses on manager and staff activities addressing strategic issues and how those activities attempt to shape the future of the firm. Twenty subsystems have been identified in the firm investigated. These subsystems form a network of interdependent subsystems. The various subsystems in organizations form an overall strategizing system. Nine integration mechanisms are identified and described. The integration mechanisms have been found to play a key role in translating and integrating issues and subsystems and in integrating subsystems with interdependencies. Such strategy processes tend to result in incremental adjustments of the present organization. When organizations are confronted with strategic issues for which it does not have appurtenant subsystems, management faces a fundamental strategic decision as to whether new subsystems should be created. The presence of subsystems has significant consequences for the speed with which the organization can handle issues.

Seller Inventory # 9783639152746

Bibliographic Details

• Title: Strategizing in Complex Contexts
• Publisher: VDM Verlag Dr. Müller
• Publication Date: 2009
• Language: English
• ISBN 10: 3639152743
• ISBN 13: 9783639152746
• Binding: Taschenbuch
• Condition: Neu
• Dimensions: 22W x 15H x 2.4D centimeters 22 centimeters width by 15 centimeters height by 2.4 centimeters depth
• Weight: 630 grams

About this title

Synopsis

The issue of how strategizing takes place in complex contexts is explored in this in-depth study of one complex firm operating in complex environments. The research focuses on manager and staff activities addressing strategic issues and how those activities attempt to shape the future of the firm. Twenty subsystems have been identified in the firm investigated. These subsystems form a network of interdependent subsystems. The various subsystems in organizations form an overall strategizing system. Nine integration mechanisms are identified and described. The integration mechanisms have been found to play a key role in translating and integrating issues and subsystems and in integrating subsystems with interdependencies. Such strategy processes tend to result in incremental adjustments of the present organization. When organizations are confronted with strategic issues for which it does not have appurtenant subsystems, management faces a fundamental strategic decision as to whether new subsystems should be created. The presence of subsystems has significant consequences for the speed with which the organization can handle issues.

About the Author

Frank Elter holds a doctorate in strategy (Dr.Oecon), a bachelor in marketing and innovation, and an MBA in International Management with focus on strategy and international finance. He has over 25 years experience in industry, consulting and research. He has worked in telecoms, information technology and financial services.