Strategy-Process Research: What Have We Learned and What Is Still to Be Explored

By Thomas Hutzschenreuter, Ingo Kleindienst. 2006

408 citations recorded by the source corpus.

Subfields: Organizational Behavior and Human Resource Management, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/9906cf456c18babfb7f3e28db7dfffb2beeea124

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In Organizational Behavior and Human Resource Management

In Strategy and Management

Citations in the corpus

The Dark Side of Visionary Leadership in Strategy Implementation: Strategic Alignment, Strategic Consensus, and Commitment (2018, methodology): “…the role of the leadership of middle and lower-level managers in strategy implementation, however, we face a serious lacuna in our comprehension of the impact of leadership on strategy implementation (Balogun, 2003; Hutzschenreuter & Kleindienst, 2006; Huy, 2002; Wooldridge et al., 2008).”
Strategic alignment: A missing link in the relationship between strategic consensus and organizational performance (2013, background): “For too long, strategy process research has failed to make a connection with outcomes that are relevant to theories of strategy content (Chakravarthy and White, 2001; Hutzschenreuter and Kleindienst, 2006).”
Analyzing Analyst Research: A Review of Past Coverage and Recommendations for Future Research (2018, background): “…complemented by institutional theory (DiMaggio & Powell, 1983) and stakeholder theory (Freeman, 1984), which highlight the role of the firm’s external constituents on executives’ strategic decisions and their outcomes (Aguilera, Desender, Bednar, & Lee, 2015; Hutzschenreuter & Kleindienst, 2006).”
Leadership Process Models: A Review and Synthesis (2017, background): “…that explains the causal relationship between inputs (e.g., leader behaviors) and outputs (e.g., performance), following an input-process-output logic (see Hutzschenreuter & Kleindienst, 2006; van de Ven, 1992, on strategy process research); that is, process refers to a cause-mediator-effect logic.”
Managerial Risk, Innovation, and Organizational Decline (2009, background): “In line with past efforts to understand the linkage between antecedent factors, strategic process, and outcomes (see Hutzschenreuter & Kleindienst, 2006, for a comprehensive literature review), our last set of hypotheses focuses on the impact of innovation decisions made under varying levels of…”
The Cognitive Perspective in Strategy: An Integrative Review (2011, methodology): “Indeed, in a recent review of the strategy process literature, Hutzschenreuter and Kleindienst (2006) acknowledged that the cognitive perspective is one of the major streams in that literature.”
Rethinking ‘Top-Down’ and ‘Bottom-Up’ Roles of Top and Middle Managers in Organizational Change: Implications for Employee Support (2017, neutral): “Due to MM’s unique position as a ‘linking pins’ between TMs and the workforce, they are at the nexus of key knowledge flows (Mom, Van Den Bosch, and Volberda, 2007) and have access to information from both TMs and day-to-day operations (Hutzschenreuter and Kleindienst, 2006; Nonaka, 1994).”
Why We Plan: The Impact of Nascent Entrepreneurs' Cognitive Characteristics and Human Capital on Business Planning (2015, background): “Faced with incomplete information and high uncertainty, nascent entrepreneurs, who are in the process of establishing new firms, must determine an appropriate course of action (Alvarez and Busenitz, 2001; Dess, Lumpkin, and Covin, 1997; Gruber, 2010; Hutzschenreuter and Kleindienst, 2006).”