Search results

In this chapter we develop a new approach, based on the identification of strategy classes, to study how firms face multiple demands. The procedure that we propose (called Relational Class Analysis) stems from an analysis of the similarity of associative patterns across multiple observable outcomes, which reflect the underlying set of choices firms make to similarly address demands. Empirically, the study of 18 financial and extra-financial performance outcomes for 3,655 firms shows the existence of three main strategic classes. Drawing on our analysis, we redefine strategy as the set of committed decisions undertaken to resolve trade-offs between multiple concurrent objectives and discuss the implications of our approach for eight core questions for strategy and organizational theory.

This introductory chapter starts off by discussing the differences and interconnections of visual sociology and urban sociology in their quest to understand human settlements. It then moves to argue for expanding the focus to other disciplines that are equally geared toward researching aspects of the city in visual and multimodal ways, since the urban context cannot be studied comprehensively without engaging a multitude of disciplines and trying to make productive connections between them. The chapter continues with a concise overview and discussion of each of the contributions in this first of two volumes of “Visual and Multimodal Urban Sociology” in the “Research in Urban Sociology” series. These twin volumes explore multiple ways in which the city and city life may be approached, studied, and expressed through visual and multimodal means and methods, thereby as much as possible including sensory experiences other than those related to seeing and hearing. It concludes with drawing some contours and challenges of visual and multimodal urban studies and the critical role of technology in advancing this cross-disciplinary field of inquiry.

This chapter describes public space exploration services’ business goals, purpose, and strategy. It reinforces space exploration organizations’ fundamental bureaucratic administrative culture (Tier 1). The authors describe the influence that political appointees as leaders may play in shaping public sector cultures. Next, the public service culture (Tier 2) is deconstructed, and each of the five layers is described in detail. Additionally, the authors explain why focusing on the beliefs layer is the dominant layer and the essential starting point for analysis in space exploration cultures. Next, the chapter outlines the landscape of external influencing cultures (Tier 3) in the space exploration landscape. Finally, the potential value and challenges of developing internal KLC cultures are explored.

This chapter describes public agriculture services’ business goals, purpose, and strategy. It reinforces agriculture organizations’ fundamental bureaucratic administrative culture (Tier 1). The authors describe the influence that political appointees as leaders may play in shaping public sector cultures. The bureaucratic culture of agriculture is deconstructed, and each of the five layers is described in detail. Additionally, the authors explain why behavior is the dominant layer and the most critical starting point for understanding agriculture cultures. The public service culture (Tier 2) brings an essential element of leveling, access, and equity to the larger context. It brings the focus back to service to the people and community rather than performance. It also gives greater emphasis to the role of safety and well-being. The chapter lays out the landscape of external influencing cultures (Tier 3) in agriculture. Finally, the potential value and challenges of developing internal knowledge, learning, and collaboration (KLC) cultures (Tier 4) are explored.