TY  - CHAP
AB  - Using an Internet-based business simulation, we examine emergent strategy processes and their consequences in a competitive environment. We find that the emergent decision processes of management teams vary in the extent to which they entail forward looking, anticipatory thinking and experimentation, and the attention the teams pay to their organizations’ capabilities. In dynamic and uncertain environments, information search activities and decision processes are key determinants of organizational performance. Our results suggest that effective emergent decision processes necessarily include elements of deliberate strategy.
VL  - 22
SN  - 978-1-84950-340-2, 978-0-76231-200-9/0742-3322
DO  - 10.1016/S0742-3322(05)22013-2
UR  - https://doi.org/10.1016/S0742-3322(05)22013-2
AU  - Jett Quintus R.
AU  - George Jennifer M.
ED  - Gabriel Szulanski
ED  - Joe Porac
ED  - Yves Doz
PY  - 2005
Y1  - 2005/01/01
TI  - Emergent Strategies and Their Consequences: A Process Study of Competition and Complex Decision Making
T2  - Strategy Process
T3  - Advances in Strategic Management
PB  - Emerald Group Publishing Limited
SP  - 387
EP  - 411
Y2  - 2024/04/23
ER  -