Dear All!
I'm looking for literature on the importance of conceptualization, definitions in business, organization; papers which examine why it is important for organizations to have clear definitions of their strategies and policies
Hello Prof Maj,
Are these of any help?
Zott, C., Amit, R., & Massa, L. (2011). The business model: recent developments and future research. Journal of management, 37(4), 1019-1042.
https://www.researchgate.net/publication/228134160
Tikkanen, H., Lamberg, J. A., Parvinen, P., & Kallunki, J. P. (2005). Managerial cognition, action and the business model of the firm. Management decision, 43(6), 789-809.
https://www.researchgate.net/publication/235312924
Very best wishes,
Mary
Article The Business Model: Recent Developments and Future Research
Article Managerial cognition, action and the business model of the firm
I think the following resource can help:
Orvik, Arne and Axelsson, Runo (Dec, 2012) Organizational health in health organizations: towards a conceptualization, Scandinavian Journal of Caring Sciences. Vol. 26 Issue 4, p796-802.
In 1994–1995, Sumantra Ghoshal and Christopher Bartlett published in the Harvard Business Review a trilogy of articles on Changing the Role of Top Management. (Bartlett and Ghoshal, 1994) (Ghoshal and Bartlett, 1995) (Bartlett and Ghoshal, 1995).
The first, Beyond Strategy to Purpose, set the scene and argued that purpose—not strategy—is the reason an organization exists. In that and in the other two pieces, they recommended that organizations should move beyond strategy, structure, and systems to a framework built on purpose, processes, and people. They reckoned that a fatal flaw of the traditional strategy–structure–systems construct is the intention to minimize the idiosyncrasies of human behavior. They recommended (i) less emphasis on following clear strategic plans, and more importance to defining engaging purposes; (ii) less focus on formal structures, and more attention to effective processes; and (iii) less concern for control through systems, and more appreciation of capabilities and perspectives.
PS: This said, a strategy that has been embarked upon (from engaging purpose) should then be executed. From Strategy to Practice, available at https://www.researchgate.net/publication/266478186_From_Strategy_to_Practice, argues that strategic reversals are quite commonly failures of execution. In many cases, a strategy is abandoned out of impatience or because of pressure for an instant payoff before it has had a chance to take root and yield results. Or its focal point is allowed to drift over time. To navigate a strategy, one must maintain a balance between strategizing and learning modes of thinking.
Article From Strategy to Practice
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