"The logical foundations shaping three prominent streams of strategic management thought are summarized and then compared and contrasted. The intent is to determine whether these research streams are restatements of a single core logic using different terms to describe the same phenomena and relationships, or whether they provide alternate, and potentially competing, explanations for effective strategic action. Analysis reveals some concordant assertions, some similarities across pairs of frameworks, and some fundamental contradictions among the various logic sets. Since key elements in the fundamental premises of each research stream present logical contradictions with each of the other two, a strategy derived from an integration of these perspectives creates inconsistencies in a firm’s enacted context, its assumptions about strategy making, and its administrative arrangements. As circumstances change, a firm may be required to undergo a ‘core logic shift’ to maintain consistency between its strategy and its strategic context. When a shift becomes necessary, a firm needs to overcome structural inertia, competitive inertia, organizational momentum, and its current management logic to maintain internal consistency. Additional implications of the comparison of these three logics for both theory and practice are discussed" (LENGNICK-HALL; WOLFF, 1999).
Keywords:
software model review,
competitive advantage,
organizational ecology,
dynamic capabilities,
political agency,
funding sources,
human behavior,
ecolabel index,
risk rating,
sustainability,
modeling,
risk
Português:
agência em risco
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KAKIHARA, Masao. Strategizing software development: strategic management of internet service development. Proceeding, WISER '06 Proceedings of the 2006 international workshop on Workshop on interdisciplinary software engineering research, Pages 37 - 44, ACM New York, NY, USA ©2006,
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http://portal.acm.org/citation.cfm?id=1137661.1137670 >. access on 4 December 2013.
Kohlberg's stages of moral development. Chapter Seven. W.C. Crain. (1985). Theories of Development. Prentice-Hall. pp. 118-136.
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http://faculty.plts.edu/gpence/html/kohlberg.htm >. access on 29 December 2013.
LENGNICK-HALL, C.; WOLFF, J. Similarities and contradictions in the core logic of three strategy research streams. Strategic Management Journal, 20: 1109-1132, 1999. Available from <
http://doi.wiley.com/10.1002/(SICI)1097-0266(199912)20:12%3C1109::AID-SMJ65%3E3.0.CO;2-8 >. access on 5 February 2009.
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http://en.wikipedia.org/wiki/Marshall_McLuhan >. access on 11 March 2013.
O'REILLY III, Charles A.; TUSHMAN, Michael L. Ambidexterity as a dynamic capability: Resolving the innovator's dilemma. Research in Organizational Behavior, Volume 28, 2008, Pages 185–206. Available from <
http://www.sciencedirect.com/science/article/pii/S0191308508000105 >. access on 4 December 2013.
http://www.google.com.br/search?hl=pt-BR&q=orientation+social+human+agency+%22in+risk%22&btnG=Pesquisar
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GregorioIvanoff - 14 Nov 2016
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