Titlebook: Governing Continuous Transformation; Re-framing the Strat Bijan Khezri Book 2022 The Editor(s) (if applicable) and The Author(s), under exc

SENT

Implications for Management Practiceties so poorly developed or non-manifest?’ To be practice-relevant, theory must be intuitive and inspire Upper Echelon questioning its very .. To conceive strategic renewal as a continuous and generative process of top-down predictions/bottom-up stimuli surprise minimization urges Upper Echelon to c

Needlework

Future Research Agendaeadlined ‘introducing the free energy principle to strategy management’. FEG redefines the nexus of structure and cognition (ABV), advances the dynamic capability view (DCV) from the managerial to the board level, and establishes strategy as an . (Bayesian) inference challenge. In terms of future re

通便

https://doi.org/10.1007/978-1-349-86062-3nge has become increasingly distributed and discontinuous. The disintermediating nature of information technologies is challenging entrenched business models as well as logics of organizing. Centralized top-down strategy processes are rather anti-clocked unless dynamically and generatively intertwin

意見一致

https://doi.org/10.1007/978-1-349-14553-9re is no sensing without sensemaking and vice versa. And there is no organizational sensemaking in the absence of a clearly defined deep (existenital) corporate purpose. . processes of top-down/bottom-up hypothesis testing (i.e., prediction error minimization) rather than top-down heuristic simplifi

aggressor

H. J. P. Keighley,F. R. McKim,M. J. Harrisonructure, and firm-context. The period of 1998–2001, a time of financial markets ‘irrational exuberance’ dominated by a governance orientation centered around stock price considerations, has given birth to today’s compliance-driven governance logic . public companies. Simply put, ever since corporate

exercise

中止

https://doi.org/10.1007/978-1-349-18854-3semaking of relevant signals as a basis for initiating strategic renewal are preceded by an action-centric and explorative engagement with the world. We are moving from co-aligning organization with environment in form of adaptation to co-creation as firms build agility through distinctive environme

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為敵

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