Strategy

Csaszar & Levinthal: Why Do Some Leaders Discover Better Strategies Than Others?

Strategic Thinking, Strategy /

This article addresses a fundamental question: Why do some leaders consistently discover better strategies, even when facing similar information and constraints? The article claims that strategic success depends not only on choosing better actions, but on how leaders mentally frame the strategy problem in the first place. Managers’ mental representations determine which alternatives they see as […]

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Leiblein, Reuer and Zenger: What makes a question strategic?

Strategic Thinking, Strategy /

This article addresses a fundamental question: What makes a question strategic? The article claims that decisions become more strategic due to their interdependence with other decisions along three dimensions: interdependence across decisions occurring within the same time period, interdependence with decisions of other actors, and intertemporal interdependence of decisions. The article draws attention to the

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Kolehmainen: What does it take to build and use dynamic strategic performance measurement systems?

Management Systems, Strategy /

This article addresses a fundamental question: How can strategic performance measurement systems remain effective in dynamic environments, and how can they support strategic alignment without constraining managerial action? The article claims that traditional, stable performance measurement systems are ill-suited to dynamic contexts. Instead, it argues that strategic performance measurement systems must be designed to be flexible

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Malmi, Kolehmainen and Granlund:  Can management systems cause inertia and organizational decline?

Management Systems, Strategy /

This article addresses a critical question: How may management control systems (MCS) contribute to organizational inertia and decline? Drawing on a longitudinal case study of Nokia, the article shows that MCS can, indeed, have a critical influence on inertia – the inability to enact internal change in the face of significant external change – and on

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Power: The Risk Management of Nothing

Risk Management, Strategy /

This article addresses a fundamental question: What are the limitations of mainstream enterprise risk management (ERM), and how might risk management be reconceived to better address real organizational uncertainty? The article claims that core elements of ERM — especially its mechanical focus on predefined risk appetite and extensive audit trails — reflect an impoverished conception of

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