Strategic orientations in practice:Exploring the strategic belief structures of line-managers embedded in practice

Recently researchers have started to investigate the cognitive strategic orientations of individual top managers and have pointed out these may be key in determining the direction and success of their organizations in terms of performance, but they have been unable to effectively operationalize this notion in empirical research and this is holding up knowledge development. To make a contribution that helps overcome this limitation a theoretical framework is developed which specifies the different possible cognitive strategic orientations of top managers as well as those of managers at lower organizational levels involved in the strategy process. This theoretical framework is investigated in the empirical phase of the study into strategic orientations in practice. Additional contributions to knowledge of strategic orientation are made in three main domains. Firstly, current knowledge of strategic orientation is largely limited to analysis at the level of the firm whereas there is a lack of understanding of any relationships with practice at lower organizational levels. The exploratory research undertaken for this thesis contributes to new knowledge of different rational, developmental and interactive strategic orientations of front-line managers and this contributes to a cognitive explanation for emergent strategy linked to strategy processes embedded in practice. In theorising the presence of different strategic orientations in practice the discussion highlights the importance of network and spatial embeddedness within enacted environments. Secondly, a contribution to further knowledge of the links between strategy processes and the content of strategies within a retail context is made. The research highlights different strategy processes used in practice by retail front-line managers in a branch network of stores and these are linked to consequences such as different objectives, performance expectations and the fulfilment of personal goals. Thirdly, a contribution to research methodology is made by addressing problems associated with the comparison of cognitive maps

The Parable of Portobello: Lessons and Questions from the First Urban Acquisition Under the Scottish Community Right-to-Buy Regime

Scholars, lawyers, and activists interested in community development in the United States, Scotland, or any country seeking to expand community ownership of land will be interested, we think, in the lessons we learned in Portobello and the questions it poses for the future

Market oriented cognitive subcultures in a multiple stakeholder environment

The importance of an organisation wide market oriented culture revolves around the performance implications of a focus on customers. However, in contemporary multiple stakeholder environments different notions of ‘the customer’ can exist adding complexity and introducing the possibility of different market oriented subcultures. An analysis of managers’ cognitive maps within a single case study highlight different beliefs and values associated with two alternative market oriented subcultures externally driven by a focus on two different customer groups. The lack of management consensus was further emphasised by two other alternative internally driven subcultures within the same firm. The implications are briefly discussed

Antecedents of strategic flexibility:management cognition, firm resources and strategic options

Purpose: Current conceptualisations of strategic flexibility and its antecedents are theory-driven, which has resulted in a lack of consensus. To summarise this domain the paper aims to develop and present an a priori conceptual model of the antecedents and outcomes of strategic flexibility. Discussion and insights into the conceptual model, and the relationships specified, are made through a novel qualitative empirical approach. The implications for further research and a framework for further theoretical development are presented. Design/methodology/approach: An exploratory qualitative research design is used applying multiple data collection techniques in a branch network of a large regional retailer in the UK. The development of strategic options and the complex relationship to strategic flexibility is investigated. Findings: The number and type of strategic options developed by managers impact on the degree of strategic flexibility and also on the ability of the firm to achieve competitive differentiation. Additionally, the type of strategic option implemented by managers is dependent on the competitive situation faced at a local level. Evidence of managers' limited perception of competition was identified based on their spatial embeddedness. Research limitations/implications: A single, in-depth case study was used. The data gathered is rich and appropriate for the exploratory approach adopted here. However, generalisability of the findings is limited. Practical implications: Strategic flexibility is rooted in the ability of front-line mangers to develop and implement strategic options; this in turn facilitates competitive differentiation. Originality/value: The research presented is unique in this domain on two accounts. First, theory is developed by presenting an a priori conceptual model, and testing through in-depth qualitative data gathering. Second, insights into strategic flexibility are presented through an examination of managerial cognition, resources and strategic option generation using cognitive mapping and laddering technique. © Emerald Group Publishing Limited

Low temperature shape relaxation of 2-d islands by edge diffusion

We present a precise microscopic description of the limiting step for low temperature shape relaxation of two dimensional islands in which activated diffusion of particles along the boundary is the only mechanism of transport allowed. In particular, we are able to explain why the system is driven irreversibly towards equilibrium. Based on this description, we present a scheme for calculating the duration of the limiting step at each stage of the relaxation process. Finally, we calculate numerically the total relaxation time as predicted by our results and compare it with simulations of the relaxation process.Comment: 11 pages, 5 figures, to appear in Phys. Rev.

Scale separation in granular packings: stress plateaus and fluctuations

It is demonstrated, by numerical simulations of a 2D assembly of polydisperse disks, that there exists a range (plateau) of coarse graining scales for which the stress tensor field in a granular solid is nearly resolution independent, thereby enabling an `objective' definition of this field. Expectedly, it is not the mere size of the the system but the (related) magnitudes of the gradients that determine the widths of the plateaus. Ensemble averaging (even over `small' ensembles) extends the widths of the plateaus to sub-particle scales. The fluctuations within the ensemble are studied as well. Both the response to homogeneous forcing and to an external compressive localized load (and gravity) are studied. Implications to small solid systems and constitutive relations are briefly discussed.Comment: 4 pages, 4 figures, RevTeX 4, Minor corrections to match the published versio

Unidimensional model of the ad-atom diffusion on a substrate submitted to a standing acoustic wave I. Derivation of the ad-atom motion equation

The effect of a standing acoustic wave on the diffusion of an ad-atom on a crystalline surface is theoretically studied. We used an unidimensional space model to study the ad-atom+substrate system. The dynamic equation of the ad-atom, a Generalized Langevin equation, is analytically derived from the full Hamiltonian of the ad-atom+substrate system submitted to the acoustic wave. A detailed analysis of each term of this equation, as well as of their properties, is presented. Special attention is devoted to the expression of the effective force induced by the wave on the ad-atom. It has essentially the same spatial and time dependences as its parent standing acoustic wave

Tracing social influence in responses to strategy change in an online community

Interest into the effects of social influence on members of online communities is growing but there is a lack of knowledge about the impact of influential members in online communities on responses to strategy change within the wider community. We explore social influence in responses to strategy change through content analysis of forum posts before and after a change in strategy. Acceptance or non-acceptance of strategy change and subsequent positive and negative behavioural responses online are dependent on individual factors. The details of these behavioural responses to a change in strategy are tabulated and included in a conceptual model to inform decision-makers. Strategy change precipitates a reduction in social influence effects. Non-acceptance of strategy change is associated with competitor advertisement, inflammatory behaviour, offensive behaviour and complaints. This negative behaviour has important ramifications for acceptance of strategy change within the wider community and impacts on the viability of setting up online forums

Cognitive shifts within leader and follower teams:Where consensus develops in mental models during an organizational crisis

This empirical study investigates cognitive shifts in both leader and follower teams when developing consensus or agreement in how to resolve a slowly emerging organizational crisis over time. The cognitive maps of leaders and followers are analyzed in team settings to explain where consensus is formed. The findings indicate that consensus, or the agreement on the causal beliefs held to be critical to organizational adaptation and success, builds over time within both leader and follower teams. However, when comparing the development of consensus longitudinally, the findings confirm that the mental models of leadership teams converge towards follower teams, and not the other way around, during the crisis. The study provides new insights into the importance of the causal beliefs of follower teams when developing a vision to coordinate action to resolve a crisis