SAP. See Enterprise Resource Planning (ERP)
Social capital
, 28–29, 104
Social constructionist approach
, 156
Social functioning of organization
, 4
Social interaction and strategic transformation
case study
, 160–165
content and structure to relational dynamics
, 138–140
dynamics of interaction
, 159
members of organization join in narrating strategy
, 148–150
strategy communication
, 156–157
strategy language to discourage interaction
, 145–148
strategy making
appreciative interaction in
, 154–156
relational dynamics in
, 140–142
solutions for
, 157–158
strategy narrative constitutes relations in
, 142–145
transformational power of language in interaction
, 150–154
Social network analysis
, 4–6, 35
centralization of network
, 45–46
conducting network survey
, 46–47
density of network
, 43–45
ethical aspects in
, 48–49
individual’s position in network
, 38–42
network visualization
, 49–51
nodes and links
, 36
positions in
, 37–38
social relationships
, 37
in strategy making
, 36, 51–52
structure of network
, 42–43
tools for examining position of individual in network
, 37
Social network(s)
, 2, 5, 54, 58, 123
as capabilities, assets, and capital
, 26–29
content and structure to relational dynamics
, 138–140
data collection
, 47
research
, 110
in strategizing
, 29–33
in strategy making
collecting and translating information
, 173
connectivity and self-organization
, 170
dynamics of social networks
, 169
measures of centrality
, 170–171
network interaction
, 172
organization as system of complex networks
, 167
social constructionist perspective social networks
, 173
social network approach
, 168
social network structure
, 171
structure
, 5
analysis
, 176
Social relations
case examples
, 130–136
characteristics of ties
, 105–107
economic activity
, 101–104
emotions in
, 112–118
in implementing strategy initiatives
, 127–129
outcomes to individuals and organizations
, 104–105
positive and negative ties
, 118–121
in strategic change
, 124–125
in strategic human relations management
, 123–124
in strategic organizational learning
, 126–127
strategizing in networked organizations
, 99–100
in strategy making
, 129–130
strong and weak ties
, 107–110
in top management strategy work
, 121–123
trust in
, 110–112
Social structure
analysis
, 43
business unit connectedness
, 68–70
customer information—communication between headquarters and international sales units
, 72
densities of communication
, 76
density of network
, 78–79
growth path
, 72–73
internationalization
, 79–80
network model
, 73–75
network of communication
, 78
quality of communication
, 76–77
efficiency in knowledge sharing
, 63–64
formal vs. informal organization in knowledge sharing
, 57–60
knowledge, information, and communication in modern organization
, 55–57
knowledge creating strategic outcomes
, 60–63
middle management in strategic network position
, 64–67
power issues in knowledge sharing
, 67–68
sales and sharing customer knowledge between business units
, 84
e-tool
, 85–86
network
, 86
Network A
, 88–92
network of communication
, 87–88
services segment
, 84–85
social structure in strategic knowledge sharing
, 53–55
strategic changing to retail customers
, 81–83
Sociocultural systems
, 66
Storytelling activity
, 148
Strategic change, social relations in
, 124–125
Strategic human relations management, social relations in
, 123–124
Strategic initiatives
, 178
Strategic knowledge sharing, social structure in
, 53–55
Strategic leadership in networked organization
, 177
Strategic management
, 9, 32–33, 113
Strategic organizational learning, social relations in
, 126–127
Strategic planning approach
, 16, 18
Strategist
, 13–15
organization members as
, 23–25
Strategy as practice perspective
, 13–15
Strategy communication
, 15, 156–157
Strategy implementation
, 15, 149
Strategy language to discourage interaction
, 145–148
Strategy making
, 100
appreciative interaction
, 154–156
process
, 146
relational dynamics in
, 140–142
social networks in
collecting and translating information
, 173
connectivity and self-organization in contemporary organizations
, 170
dynamics of social networks
, 169
measures of centrality
, 170–171
network interaction
, 172
organization as system of complex networks
, 167
social constructionist perspective social networks
, 173
social network approach
, 168
social network structure
, 171
social relations in
, 129–130
solutions for
, 157–158
strategy narrative constitutes relations
, 142–145
See also Networked strategy making
Strategy narrative
, 139
constitutes relations in strategy making
, 142
social agency relevant
, 143
talk strategy
, 145
top management of organization
, 144
Strategy practice approach
, 20–21
Strategy process dimension
, 8
Strategy relationship with organization
, 15
process approach
, 18
relationship between strategy and organization
, 15–16
strategic management
, 21
and organization
, 17
strategy practice approach
, 20–21
top management
, 19–20
Strengths, Weaknesses, Opportunities, and Threats analysis (SWOT analysis)
, 16
Subject–object relationship
, 143
SWOT analysis. See Strengths, Weaknesses, Opportunities, and Threats analysis (SWOT analysis)