Managerial Practice Issues in Strategy and Organization

Edited by:
T. K. Das, City University of New York

A volume in the series: Research in Strategy Science. Editor(s): T. K. Das, City University of New York.

Published 2023

The field of strategy science has grown in both the diversity of issues it addresses and the increasingly interdisciplinary approaches it adopts in understanding the nature and significance of problems that are continuously emerging in the world of human endeavor. These newer kinds of challenges and opportunities arise in all forms of organizations, encompassing private and public enterprises, and with strategies that experiment with breaking the traditional molds and contours. The field of strategy science is also, perhaps inevitably, being impacted by the proliferation of hybrid organizations such as strategic alliances, the upsurge of approaches that go beyond the customary emphasis on competitiveness and profit making, and the intermixing of time-honored categories of activities such as business, industry, commerce, trade, government, the professions, and so on. The blurring of the boundaries between various areas and types of human activities points to a need for academic research to address the consequential developments in strategic issues. Hence, research and thinking about the nature of issues to be tackled by strategy science should also cultivate requisite variety in issues recognized for research inquiry, including the conceptual foundations of strategy and strategy making, and the examination of the critical roles of strategy makers, strategic thinking, time and temporalities, business and other goal choices, diversity in organizing modes for strategy implementation, and the complexities of managing strategy, to name a few. This book series on Research in Strategy Science aims to provide an outlet for ideas and issues that publications in the field do not provide, either expressly or adequately, especially as regards the comprehensive coverage deserved by certain emerging areas of interest. The topics of the volumes in the series will keep in view this objective to expand the research areas and theoretical approaches routinely found in strategy science, the better to permit expanded and expansive treatments of promising issues that may not sufficiently align with the usual research coverage of publications in the field.

Managerial Practice Issues in Strategy and Organization contains contributions by leading scholars on significant issues relating to managerial practices in the field of strategy science research. The 11 chapters in this volume cover the topics of Big Science collaborations, open innovations in pharmaceutical companies, complementary roles and relative optimism of company CEOs, CFOs, and Board Chairs, business modelling, management of uncertainty, meta-management practices, proximity in innovation networks, institutional logics in alliances, and using technology in teaching. The chapters collectively present a wide-ranging review of the noteworthy research perspectives on the managerial practice issues in strategy and organization.

About the Book Series, T. K. Das. Managing in the Collective: The Practice of Big Science Collaborations, Mark Robinson and Susanne Braun. Reinventing Open Innovation in Large Pharmaceutical Companies: The Case of Bayer AG, Wim Vanhaverbeke, Nadine Roijakkers, and Dieudonnee Cobben. It Takes Two to Tango: Exploring the Complementary Roles of CEO and Chairperson of the Board, Gabriella Padilla, Johan Bruneel, and Frederic Dufays. CEO-CFO Relative Optimism and Firm Mergers and Acquisitions, Wei Shi and Guoli Chen. A Practice-Based View of Business Modeling: Cognition and Knowledge in Action, Arash Najmaei, Jo Rhodes, and Peter Lok. Dynamic Capabilities and Firm Performance Under Environmental and Firm-Specific Uncertainty: Evidence From the Venture Capital Industry, Sohvi Heaton and Alex Makarevich. Managing Uncertainty in Alliances and Networks: From Governance to Practice, Jörg Sydow, Gordon Müller-Seitz, and Keith G. Provans. The Challenge of Developing New Meta-Management Practices of Firms in Meta-Organizations, Rick M. A. Hollen, Frans A. J. Van Den Bosch, and Henk W. Volberda. Proximity in Innovation Networks, Mariane Santos Françoso, Matheus Leite Campos, and Nicholas Spyridon Vonortas. Coping With Competing Institutional Logics in Public-Private Alliances, Angel Saz-Carranza and Francisco Longo. Using Technology to Teach Business Courses in Ghana: Research and Practice Implications, Grace Abban-Ampiah, Joseph Ofori-Dankwa, and Micah DelVecchio. About the Contributors. Index.