東華大學圖書館 |

語系: 繁體中文

說明(常見問題)

回圖書館首頁

手機版館藏查詢

登入

回首頁

切換: 標籤 | MARC模式 | ISBD

Chance favors the prepared organizat...

Cone, Jay Gordon.

FindBook

Google Book

Amazon

博客來

Chance favors the prepared organizational mind: Three conversations for constructing strategy.

紀錄類型:	書目-電子資源 : Monograph/item
正題名/作者:	Chance favors the prepared organizational mind: Three conversations for constructing strategy./
作者:	Cone, Jay Gordon.
面頁冊數:	230 p.
附註:	Source: Dissertation Abstracts International, Volume: 76-07(E), Section: A.
Contained By:	Dissertation Abstracts International76-07A(E).
標題:	Organization theory. -
電子資源:	http://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=3683018
ISBN:	9781321569216

Chance favors the prepared organizational mind: Three conversations for constructing strategy.
Cone, Jay Gordon.

Chance favors the prepared organizational mind: Three conversations for constructing strategy. - 230 p.

Source: Dissertation Abstracts International, Volume: 76-07(E), Section: A.

Thesis (Ph.D.)--Saybrook University, 2015.

Acknowledging a growing relevance gap between the activities of organizational stakeholders and the formal strategic plan documents created by their leadership teams, strategy theory has undergone a shift from centralized analytical planning models to praxis oriented social process models. Unfortunately for strategy practitioners, current social process models favor descriptive theories of what strategy is over prescriptive theories of how to enact strategy. This action research study investigated the degree to which a conceptual model called "the strategic conversations framework" effectively translates recent social process theories into a comprehensive, creative, and relevant approach to strategy formation.

ISBN: 9781321569216Subjects--Topical Terms:

2122787
Organization theory.

Chance favors the prepared organizational mind: Three conversations for constructing strategy.
LDR:03476nmm a2200301 4500 001 2070316
005 20160606115757.5
008 170521s2015 eng d
020 $a 9781321569216
035 $a (MiAaPQ)AAI3683018
035 $a AAI3683018
040 $a MiAaPQ $c MiAaPQ
100 1 $a Cone, Jay Gordon. $3 3185364
245 1 0 $a Chance favors the prepared organizational mind: Three conversations for constructing strategy.
300 $a 230 p.
500 $a Source: Dissertation Abstracts International, Volume: 76-07(E), Section: A.
500 $a Adviser: Nancy Southern.
502 $a Thesis (Ph.D.)--Saybrook University, 2015.
520 $a Acknowledging a growing relevance gap between the activities of organizational stakeholders and the formal strategic plan documents created by their leadership teams, strategy theory has undergone a shift from centralized analytical planning models to praxis oriented social process models. Unfortunately for strategy practitioners, current social process models favor descriptive theories of what strategy is over prescriptive theories of how to enact strategy. This action research study investigated the degree to which a conceptual model called "the strategic conversations framework" effectively translates recent social process theories into a comprehensive, creative, and relevant approach to strategy formation.
520 $a Participants from three organizations working with the framework constructed strategy through communicative interactions with organizational stakeholders. Participants formed strategy teams and worked with the researcher to apply, refine, and evaluate the strategic conversations framework during three overlapping action research cycles. The teams presented their findings and recommendations to their respective executive sponsors and a group of organizational stakeholders who provided feedback based on three qualitative criteria: comprehensiveness, novelty, and legitimacy. Semi-structured recorded interviews, recorded group discussions, self-scored questionnaires, and participant journals comprised the data sources for the study. Data were analyzed for themes representing comprehensiveness, novelty, and legitimacy while remaining open to emergent themes that might influence modifications to the framework or the method used to facilitate the framework. Participants from each of the three action research strategy teams collectively contributed to the analysis of the data. Additionally, A research assistant acted as an external coach to the researcher, triangulating data analysis and providing feedback on researcher bias.
520 $a The study found that the strategic conversations framework helped the teams reduce the perceived risk of missing something important, increased the perceived novelty of the opportunities they identified, and encouraged alignment of stakeholder priorities. Participant feedback and observation of the framework in action led to recommendations for the refinement of the approach used to facilitate the framework. In support of the premise that strategy formation enhances organizational learning, research participants demonstrated an enhanced ability to think strategically and to tolerate ambiguity.
590 $a School code: 0795.
650 4 $a Organization theory. $3 2122787
650 4 $a Management. $3 516664
690 $a 0635
690 $a 0454
710 2 0 $a Saybrook University. $b Organizational Systems. $3 3176322
773 0 $t Dissertation Abstracts International $g 76-07A(E).
790 $a 0795
791 $a Ph.D.
792 $a 2015
793 $a English
856 4 0 $u http://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=3683018