Is your strategy working out now? : strategic inquiry as leadership
Name
750186671-MIT.pdf
Description
Full printable version
Size
9.48 MB
Format
Adobe PDF
Checksum (MD5)
e46a8cf25e07718ffb1e81d83bdd7e29
Author(s)
Kim, Sangbeom
Advisor(s)
Donald Roy Lessard.
Date Issued
2011
Publisher
Massachusetts Institute of Technology
Abstract
Since the word "strategy" was introduced to the business world around the 1950s, a large number of research studies have emerged about "what is a good strategy?" (Strategy as a product) and even "what is good strategizing practice?" (Strategy as a practice) However, less research has been done on what impact a strategy should deliver, i.e. "what is the good strategized?" (Strategy as an impact) Similarly, many top managers expend a great deal of efforts getting the right strategy (Strategy as a product.) or ensuring an organization has the right strategizing practice (Strategy as a practice), but they typically are less mindful about how they lead the strategy and strategizing practice by validating and substantiating that the firm is obtaining the right results from the strategy (Strategy as impact). This research suggests that top managers should use the impact of strategy as the key criterion in managing the strategy as a product and as a practice by providing well framed strategic inquires that top managers should address and leverage to lead an organization.
Description
Thesis (S.M.)--Massachusetts Institute of Technology, Sloan School of Management, 2011.
Cataloged from PDF version of thesis.
Includes bibliographical references (p. 109-115).
Subjects
Sloan School of Management.
MIT Department
Sloan School of Management
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reproduction or distribution in any format is prohibited without written
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