Strategy tools as boundary objects

Strategy tools as boundary objects

Floyd, S.W., and Lane, P., 2000, `Strategizing throughout the Organization: Management Role Conflict in Strategic Renewal', Academy of Management Review, 25, (1, ): 154-77. Hodgkinson, G., and Wright, G., 2002, `Confronting Strategic Inertia in a Top Management Team: Learning from Failure'...

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Veröffentlicht in:Strategic organization 2009-05, Vol.7 (2), p.223-232
Hauptverfasser: Spee, Andreas Paul, Jarzabkowski, Paula
Format: Artikel
Sprache:eng
Schlagworte:
Boundary objects
Business schools
Corporate strategies
Elgar, Edward
Human relations
Knowledge management
Long term planning
Middle management
Pragmatics
Product development
Research tools
Science
SO!APBOX: EDITORIAL ESSAY
Social interaction
Strategic management
Strategic planning
Studies
SWOT analysis
Syntactics
Verbal communication
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Zusammenfassung:Floyd, S.W., and Lane, P., 2000, `Strategizing throughout the Organization: Management Role Conflict in Strategic Renewal', Academy of Management Review, 25, (1, ): 154-77. Hodgkinson, G., and Wright, G., 2002, `Confronting Strategic Inertia in a Top Management Team: Learning from Failure', Organization Studies, 23, (6, ): 949-77. Schwenk, C.R., and Schrader, C.B., 1993, `Effects of Formal Strategic Planning on Financial Performance in Small Firms: A Meta-Analysis', Entrepreneurship: Theory and Practice, 17, (3, ): 53-64.
ISSN:1476-1270
1741-315X
DOI:10.1177/1476127009102674