Business and Economics

This paper intends to describe the evolution of the strategic decision-making processes in organizations and propose an integrate view to these processes. This paper seeks to make a number of contributions to the literature on strategy development processes. It explores a multidimensional conceptualization of strategy development and inquires specific process characteristics, such as creativity, development of resources and rationality. Further, the paper provides a critical evaluation of the nature of the relationship between decision-making and performance. Finally, the author emphasizes the need for identifying the different levels of analysis, the need for a continuous temporal analysis, the need for evaluating the events with their natural complexity In summary, the author argues that what is needed in strategy field are "process" models which are more environment-focused. In doing this, the paper highlights promising directions for the development of process models by drawing upon lessons learned in organization-focused strategy process research, taking as an example the development of the "decision-making school" as it moved from a content focus to a process focus.

This paper aims at generating research propositions regarding the strategies implemented by Western firms in emerging countries. We examine three approaches to the relationships between Western firms and the environments of emerging countries. First we analyze the institutionalist approach, centered on local constraints and the need for adaptation on the part of Western firms. Then we examine the global strategy approach, together with the Schumpeterian tradition, as the two approaches share significant similarities. Finally, we examine the interactionist model (i.e., local and global), as illustrated in Giddens' structurationist theory and in the emergent paradigm of international entrepreneurship. These approaches differ on key and interrelated dimensions of dynamic capability building. First, they are characterized by specific interpretations of what is rational in an international context. Then these various forms of rationality correspond with particular conceptualizations of knowledge and learning. Illustrative cases of Canadian companies involved in emerging countries are provided to exemplify each approach.

The formation of strategic alliances is often motivated by the benefits arising from organizational learning and knowledge transfer among alliance members. In strategic alliances, both strategic similarity and dissimilarity may exist and both may have positive effects on organizational learning and knowledge transfer.

The objective of this paper is to analyse the conditions and principles regarding the emergence of new organizational forms across Canada. In comparing data from 1999 and from 2003, the survey results show some directions and processes that Canadian firms have adopted. Based on a set of nine variables described by Pettigrew and Fenton (2000), we established the extent to which internal network form characteristics have emerged in Canada. These research findings reveal widespread, but not revolutionary, change in terms of process and boundaries, yet a relative stability in structures.

The formation of strategic alliances is often motivated by the benefits arising from organizational learning and knowledge transfer among alliance members. In strategic alliances, both strategic similarity and dissimilarity may exist and both may have positive effects on organizational learning and knowledge transfer. This theoretical paper explores the recent contributions of knowledge management to the study of strategic alliances. The first part justifies the importance of a learning approach of strategic alliances, while the second part analyzes strategic alliances as a setting for inter-organizational learning.

This paper aims at generating research propositions regarding the strategies implemented by Western firms in emerging countries. We examine three approaches to the relationships between Western firms and the environments of emerging countries. First we analyze the institutionalist approach, centered on local constraints and the need for adaptation on the part of Western firms. Then we examine the global strategy approach, together with the Schumpeterian tradition, as the two approaches share significant similarities. Finally, we examine the interactionist model (i.e., local and global), as illustrated in Giddens ’ structurationist theory and in the emergent paradigm of international entrepreneurship. These approaches differ on key and interrelated dimensions of dynamic capability building. First, they are characterized by specific interpretations of what is rational in an international context. Then these various forms of rationality correspond with particular conceptualizations of ...

How to cite Complete issue More information about this article Journal's homepage in redalyc.org Scientific Information System Network of Scientific Journals from Latin America, the Caribbean, Spain and Portugal Non-profit academic project, developed under the open access initiative

The objective of this paper is to analyse the conditions and principles regarding the emergence of new organizational forms across Canada. In comparing data from 1999 and from 2003, the survey results show some directions and processes that Canadian firms have adopted. Based on a set of nine variables described by Pettigrew and Fenton (2000), we established the extent to which internal network form characteristics have emerged in Canada. These research findings reveal widespread, but not revolutionary, change in terms of process and boundaries, yet a relative stability in structures.

This paper intends to describe the evolution of the strategic decision-making processes in organizations and propose an integrate view to these processes. This paper seeks to make a number of contributions to the literature on strategy development processes. It explores a multidimensional conceptualization of strategy development and inquires specific process characteristics, such as creativity, development of resources and rationality. Further, the paper provides a critical evalua- tion of the nature of the relationship between decision-making and performance. Finally, the au- thor emphasizes the need for identifying the different levels of analysis, the need for a continuous temporal analysis, the need for evaluating the events with their natural complexity In summary, the author argues that what is needed in strategy field are "process" models which are more environment-focused. In doing this, the paper highlights promising directions for the development of process mode...

This paper intends to describe the evolution of the strategic decision-making processes in organizations and propose an integrate view to these processes. This paper seeks to make a number of contributions to the literature on strategy development processes. It explores a multidimensional conceptualization of strategy development and inquires specific process characteristics, such as creativity, development of resources and rationality. Further, the paper provides a critical evaluation of the nature of the relationship between decision-making and performance. Finally, the author emphasizes the need for identifying the different levels of analysis, the need for a continuous temporal analysis, the need for evaluating the events with their natural complexity In summary, the author argues that what is needed in strategy field are "process" models which are more environment-focused. In doing this, the paper highlights promising directions for the development of process models by drawing upon lessons learned in organization-focused strategy process research, taking as an example the development of the "decision-making school" as it moved from a content focus to a process focus.

This paper intends to describe the evolution of the strategic decision-making processes in organizations and propose an integrate view to these processes. This paper seeks to make a number of contributions to the literature on strategy development processes. It explores a multidimensional conceptualization of strategy development and inquires specific process characteristics, such as creativity, development of resources and rationality. Further, the paper provides a critical evalua- tion of the nature of the relationship between decision-making and performance. Finally, the au- thor emphasizes the need for identifying the different levels of analysis, the need for a continuous temporal analysis, the need for evaluating the events with their natural complexity In summary, the author argues that what is needed in strategy field are "process" models which are more environment-focused. In doing this, the paper highlights promising directions for the development of process mode...

The formation of strategic alliances is often motivated by the benefits arising from organizational learning and knowledge transfer among alliance members. In strategic alliances, both strategic similarity and dissimilarity may exist and both may have positive effects on organizational learning and knowledge transfer. This theoretical paper explores the recent contributions of knowledge management to the study of strategic alliances. The first part justifies the importance of a learning approach of strategic alliances, while the second part analyzes strategic alliances as a setting for inter-organizational learning.