David Bourget (Western Ontario)
David Chalmers (ANU, NYU)
Rafael De Clercq
Jack Alan Reynolds
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Journal of Business Ethics 98 (S1):101-113 (2011)
This article explores strategy-making modes within organisations. The implications of certain strategy-making modes for the responsible leader as an architect or change agent are highlighted. The study on which this article is based, showed that the use of emergent strategy-making is as prevalent as the use of deliberate strategy-making. This article reports on the thinking of organisational leaders, managers and non-managers regarding strategy-making processes and records empirical findings from mixed method research. It was found that emergent strategy-making is associated with quick response and adaptation to environmental changes, more autonomous decisions and actions, less control and higher intangibility whereas the deliberate strategy is known for its clear objectives, articulated vision and direction and specific ends and means. It is recommended that organisational leaders should take cognisance of the growing use of emergent strategy-making as well as its characteristics in facilitating effective governance. A knowledge and understanding of these characteristics of strategy-making modes should be sought to serve as guideline for organisational leaders who want to be responsive and responsible in all their actions areas for future research
|Keywords||Responsible leadership Corporate governance Strategy-making modes Deliberate strategy Emergent strategy|
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References found in this work BETA
Thomas Maak (2007). Responsible Leadership, Stakeholder Engagement, and the Emergence of Social Capital. Journal of Business Ethics 74 (4):329 - 343.
Thomas Maak & Nicola M. Pless (2006). Responsible Leadership in a Stakeholder Society – a Relational Perspective. Journal of Business Ethics 66 (1):99 - 115.
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