TY  - CHAP
AB  - This paper examines the emergent and deliberate views in strategy making through, what we develop as, a sequence of thinking and acting. Combining the features of thinking and acting may enhance the organization's ability to achieve change, an ability that remains untapped unless it is accompanied by a change in mental models. Both action thinking emergent issues as well as thinking–acting deliberate issues may constitute triggering events, when contrasted with a previously agreed frame of reference. We develop a framework to show how thinking co-evolves with action in a succession of strategic activities, and within an agreed upon frame of reference. Our aim is to shed light on the circumstances under which deliberate or emergent modes take place throughout the strategy-making process. We claim that changes in strategic activities are determined by attention-triggering events, driven by both thinking and acting.
VL  - 22
SN  - 978-1-84950-340-2, 978-0-76231-200-9/0742-3322
DO  - 10.1016/S0742-3322(05)22004-1
UR  - https://doi.org/10.1016/S0742-3322(05)22004-1
AU  - Canales J. Ignacio
AU  - Vilà Joaquim
ED  - Gabriel Szulanski
ED  - Joe Porac
ED  - Yves Doz
PY  - 2005
Y1  - 2005/01/01
TI  - Sequence of Thinking and Acting in Strategy-Making
T2  - Strategy Process
T3  - Advances in Strategic Management
PB  - Emerald Group Publishing Limited
SP  - 93
EP  - 116
Y2  - 2024/04/25
ER  -