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The leaders' lived experience of a t...

Mohammed, Nurhusein A.

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The leaders' lived experience of a tension between strategic planning and a rapidly changing environment.

Record Type:	Electronic resources : Monograph/item
Title/Author:	The leaders' lived experience of a tension between strategic planning and a rapidly changing environment./
Author:	Mohammed, Nurhusein A.
Description:	317 p.
Notes:	Source: Dissertation Abstracts International, Volume: 75-06(E), Section: A.
Contained By:	Dissertation Abstracts International75-06A(E).
Subject:	Management. -
Online resource:	http://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=3585957
ISBN:	9781303791031

The leaders' lived experience of a tension between strategic planning and a rapidly changing environment.
Mohammed, Nurhusein A.

The leaders' lived experience of a tension between strategic planning and a rapidly changing environment. - 317 p.

Source: Dissertation Abstracts International, Volume: 75-06(E), Section: A.

Thesis (D.B.A.)--University of Phoenix, 2013.

This item must not be sold to any third party vendors.

This phenomenological dissertation research study explored leaders. lived experience of a tension between strategic planning and responding to a rapidly changing environment. Twenty senior leaders from 10 large companies with a global or national headquarters location in a single, metropolitan city in the United States participated in the study. Six themes, including strategic planning process, environmental change, experiences of personal tensions, response to environmental change, leadership style, and effects of the response approach emerged. All participants stated that they followed a goal- or vision-based strategic planning process and successfully responded to environmental changes. It is noted in the literature reviewed that in a fast-changing business environment executives need to adopt a dynamic approach to strategy and practice proactive behavior; nevertheless, the companies participating in this study had each taken a reactive approach and did not show evidence of either a dynamic approach or proactive behavior. It is also noted in the literature that leaders report less stress than non-leaders because leaders have better control over what happens in their workplace than non-leaders do; yet the executives participating in this study openly expressed their strong feelings of stress. The findings suggest that future research be conducted to study companies that have successfully integrated a long-term view, a dynamic approach, proactive behavior and practicing reactive flexibility to further examine the tension between strategic planning and responding to a rapidly changing environment. The findings also indicate that the entire topic of stress faced by executives merits exploration.

ISBN: 9781303791031Subjects--Topical Terms:

516664
Management.

The leaders' lived experience of a tension between strategic planning and a rapidly changing environment.
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500 $a Source: Dissertation Abstracts International, Volume: 75-06(E), Section: A.
500 $a Adviser: Lynne Devnew.
502 $a Thesis (D.B.A.)--University of Phoenix, 2013.
506 $a This item must not be sold to any third party vendors.
506 $a This item must not be added to any third party search indexes.
520 $a This phenomenological dissertation research study explored leaders. lived experience of a tension between strategic planning and responding to a rapidly changing environment. Twenty senior leaders from 10 large companies with a global or national headquarters location in a single, metropolitan city in the United States participated in the study. Six themes, including strategic planning process, environmental change, experiences of personal tensions, response to environmental change, leadership style, and effects of the response approach emerged. All participants stated that they followed a goal- or vision-based strategic planning process and successfully responded to environmental changes. It is noted in the literature reviewed that in a fast-changing business environment executives need to adopt a dynamic approach to strategy and practice proactive behavior; nevertheless, the companies participating in this study had each taken a reactive approach and did not show evidence of either a dynamic approach or proactive behavior. It is also noted in the literature that leaders report less stress than non-leaders because leaders have better control over what happens in their workplace than non-leaders do; yet the executives participating in this study openly expressed their strong feelings of stress. The findings suggest that future research be conducted to study companies that have successfully integrated a long-term view, a dynamic approach, proactive behavior and practicing reactive flexibility to further examine the tension between strategic planning and responding to a rapidly changing environment. The findings also indicate that the entire topic of stress faced by executives merits exploration.
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856 4 0 $u http://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=3585957