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</a></div></div></div></div><div class="right-panel-container"><div class="user-content-wrapper"><div class="uploads-container" id="social-redesign-work-container"><div class="upload-header"><h2 class="ds2-5-heading-sans-serif-xs">Uploads</h2></div><div class="documents-container backbone-social-profile-documents" style="width: 100%;"><div class="u-taCenter"></div><div class="profile--tab_content_container js-tab-pane tab-pane active" id="all"><div class="profile--tab_heading_container js-section-heading" data-section="Papers" id="Papers"><h3 class="profile--tab_heading_container">Papers by Veronique Ambrosini</h3></div><div class="js-work-strip profile--work_container" data-work-id="126827949"><div class="profile--work_thumbnail hidden-xs"><a class="js-work-strip-work-link" data-click-track="profile-work-strip-thumbnail" href="https://www.academia.edu/126827949/A_Critical_Diversity_Framework_to_Better_Educate_Students_About_Strategy_Implementation"><img alt="Research paper thumbnail of A Critical Diversity Framework to Better Educate Students About Strategy Implementation" class="work-thumbnail" src="https://attachments.academia-assets.com/120647630/thumbnails/1.jpg" /></a></div><div class="wp-workCard wp-workCard_itemContainer"><div class="wp-workCard_item wp-workCard--title"><a class="js-work-strip-work-link text-gray-darker" data-click-track="profile-work-strip-title" href="https://www.academia.edu/126827949/A_Critical_Diversity_Framework_to_Better_Educate_Students_About_Strategy_Implementation">A Critical Diversity Framework to Better Educate Students About Strategy Implementation</a></div><div class="wp-workCard_item"><span>Academy of Management Learning &amp; Education</span><span>, 2018</span></div><div class="wp-workCard_item"><span class="js-work-more-abstract-truncated">This paper presents a conceptual framework for strategic management instructors to enhance teachi...</span><a class="js-work-more-abstract" data-broccoli-component="work_strip.more_abstract" data-click-track="profile-work-strip-more-abstract" href="javascript:;"><span> more </span><span><i class="fa fa-caret-down"></i></span></a><span class="js-work-more-abstract-untruncated hidden">This paper presents a conceptual framework for strategic management instructors to enhance teaching of strategy implementation. Strategy textbooks are valuable in teaching certain aspects of implementation like organisational structure. Much less attention is paid, however, to preparing students for the micro-level challenges and ambiguities of the tricky final stage of putting strategic plans into practice: the action and interaction of individuals when collaborating with and coordinating others. This paper explains how strategy instructors can use 'critical diversity' as a threshold concept to enhance students' understanding and empathy for the microlevel complexity of strategy implementation and thereby develop students' capacities to enact strategies successfully. Critical diversity is an umbrella term for studies of the contentious effects of strategic managerial approaches to workplace diversity. It relates to concerns with the social categories used in such approaches, the politics of diversity in the workplace and the emotion this engenders. These three areas of complexity, which we label boundary, political, and emotion complexity, comprise our conceptual framework and can be adapted to address implementation issues in the classroom. To put this framework into practice, we suggest learning outcomes and activities for advanced undergraduates and postgraduates, and implications for instructors and strategic management textbook authors.</span></div><div class="wp-workCard_item wp-workCard--actions"><span class="work-strip-bookmark-button-container"></span><a id="b64cfb5e4cdcb2794b5686754d16f715" class="wp-workCard--action" rel="nofollow" data-click-track="profile-work-strip-download" data-download="{"attachment_id":120647630,"asset_id":126827949,"asset_type":"Work","button_location":"profile"}" href="https://www.academia.edu/attachments/120647630/download_file?s=profile"><span><i class="fa fa-arrow-down"></i></span><span>Download</span></a><span class="wp-workCard--action visible-if-viewed-by-owner inline-block" style="display: none;"><span class="js-profile-work-strip-edit-button-wrapper profile-work-strip-edit-button-wrapper" data-work-id="126827949"><a class="js-profile-work-strip-edit-button" tabindex="0"><span><i class="fa fa-pencil"></i></span><span>Edit</span></a></span></span></div><div class="wp-workCard_item wp-workCard--stats"><span><span><span class="js-view-count view-count u-mr2x" data-work-id="126827949"><i class="fa fa-spinner fa-spin"></i></span><script>$(function () { var workId = 126827949; 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$(this).data('initialized', true); } }); $a.trackClickSource(".js-work-strip-work-link", "profile_work_strip") }); </script> <div class="js-work-strip profile--work_container" data-work-id="126827948"><div class="profile--work_thumbnail hidden-xs"><a class="js-work-strip-work-link" data-click-track="profile-work-strip-thumbnail" rel="nofollow" href="https://www.academia.edu/126827948/Business_Strategies_for_Ecological_Sustainability_towards_A_New_Conceptualisation"><img alt="Research paper thumbnail of Business Strategies for Ecological Sustainability: towards A New Conceptualisation" class="work-thumbnail" src="https://a.academia-assets.com/images/blank-paper.jpg" /></a></div><div class="wp-workCard wp-workCard_itemContainer"><div class="wp-workCard_item wp-workCard--title"><a class="js-work-strip-work-link text-gray-darker" data-click-track="profile-work-strip-title" rel="nofollow" href="https://www.academia.edu/126827948/Business_Strategies_for_Ecological_Sustainability_towards_A_New_Conceptualisation">Business Strategies for Ecological Sustainability: towards A New Conceptualisation</a></div><div class="wp-workCard_item"><span>Academy of Management Proceedings</span><span>, 2012</span></div><div class="wp-workCard_item"><span class="js-work-more-abstract-truncated">This paper builds theory at the intersection between the strategic management and ecological sust...</span><a class="js-work-more-abstract" data-broccoli-component="work_strip.more_abstract" data-click-track="profile-work-strip-more-abstract" href="javascript:;"><span> more </span><span><i class="fa fa-caret-down"></i></span></a><span class="js-work-more-abstract-untruncated hidden">This paper builds theory at the intersection between the strategic management and ecological sustainability literatures. We extend the strategies for sustainability literature showing how IO based explanations of strategies, the resource-based and the dynamic capability-based views allow us to develop a better understanding of the strategies businesses may follow depending on their managers’ assumptions about ecological sustainability. In particular, we extend the dynamic capabilities literature by proposing the ‘natural’ dynamic capabilities framework. We suggest that the sensing, seizing and maintaining competitiveness framework should operate, not within the boundaries of the business ecosystem, but from within those of the global biophysical ecosystem. We also emphasise the importance for this framework of managerial core beliefs about ecological sustainability. This paper offers new insights into the dynamic capabilities literature and outlines opportunities for managers and academics to identify, ca...</span></div><div class="wp-workCard_item wp-workCard--actions"><span class="work-strip-bookmark-button-container"></span><span class="wp-workCard--action visible-if-viewed-by-owner inline-block" style="display: none;"><span class="js-profile-work-strip-edit-button-wrapper profile-work-strip-edit-button-wrapper" data-work-id="126827948"><a class="js-profile-work-strip-edit-button" tabindex="0"><span><i class="fa fa-pencil"></i></span><span>Edit</span></a></span></span></div><div class="wp-workCard_item wp-workCard--stats"><span><span><span class="js-view-count view-count u-mr2x" data-work-id="126827948"><i class="fa fa-spinner fa-spin"></i></span><script>$(function () { var workId = 126827948; window.Academia.workViewCountsFetcher.queue(workId, function (count) { var description = window.$h.commaizeInt(count) + " " + window.$h.pluralize(count, 'View'); $(".js-view-count[data-work-id=126827948]").text(description); $(".js-view-count[data-work-id=126827948]").attr('title', description).tooltip(); }); });</script></span></span><span><span class="percentile-widget hidden"><span class="u-mr2x work-percentile"></span></span><script>$(function () { var workId = 126827948; window.Academia.workPercentilesFetcher.queue(workId, function (percentileText) { var container = $(".js-work-strip[data-work-id='126827948']"); container.find('.work-percentile').text(percentileText.charAt(0).toUpperCase() + percentileText.slice(1)); container.find('.percentile-widget').show(); container.find('.percentile-widget').removeClass('hidden'); }); });</script></span></div><div id="work-strip-premium-row-container"></div></div></div><script> require.config({ waitSeconds: 90 })(["https://a.academia-assets.com/assets/wow_profile-a9bf3a2bc8c89fa2a77156577594264ee8a0f214d74241bc0fcd3f69f8d107ac.js","https://a.academia-assets.com/assets/work_edit-ad038b8c047c1a8d4fa01b402d530ff93c45fee2137a149a4a5398bc8ad67560.js"], function() { // from javascript_helper.rb var dispatcherData = {} if (false){ window.WowProfile.dispatcher = window.WowProfile.dispatcher || _.clone(Backbone.Events); dispatcherData = { dispatcher: window.WowProfile.dispatcher, downloadLinkId: "-1" } } $('.js-work-strip[data-work-id=126827948]').each(function() { if (!$(this).data('initialized')) { new WowProfile.WorkStripView({ el: this, workJSON: {"id":126827948,"title":"Business Strategies for Ecological Sustainability: towards A New Conceptualisation","internal_url":"https://www.academia.edu/126827948/Business_Strategies_for_Ecological_Sustainability_towards_A_New_Conceptualisation","owner_id":325706185,"coauthors_can_edit":true,"owner":{"id":325706185,"first_name":"Veronique","middle_initials":null,"last_name":"Ambrosini","page_name":"VeroniqueAmbrosini","domain_name":"independent","created_at":"2024-09-24T20:55:04.234-07:00","display_name":"Veronique Ambrosini","url":"https://independent.academia.edu/VeroniqueAmbrosini"},"attachments":[]}, dispatcherData: dispatcherData }); $(this).data('initialized', true); } }); $a.trackClickSource(".js-work-strip-work-link", "profile_work_strip") }); </script> <div class="js-work-strip profile--work_container" data-work-id="126827947"><div class="profile--work_thumbnail hidden-xs"><a class="js-work-strip-work-link" data-click-track="profile-work-strip-thumbnail" rel="nofollow" href="https://www.academia.edu/126827947/Exploring_Techniques_of_Analysis_and_Evaluation_in_Strategic_Management"><img alt="Research paper thumbnail of Exploring Techniques of Analysis and Evaluation in Strategic Management" class="work-thumbnail" src="https://a.academia-assets.com/images/blank-paper.jpg" /></a></div><div class="wp-workCard wp-workCard_itemContainer"><div class="wp-workCard_item wp-workCard--title"><a class="js-work-strip-work-link text-gray-darker" data-click-track="profile-work-strip-title" rel="nofollow" href="https://www.academia.edu/126827947/Exploring_Techniques_of_Analysis_and_Evaluation_in_Strategic_Management">Exploring Techniques of Analysis and Evaluation in Strategic Management</a></div><div class="wp-workCard_item"><span class="js-work-more-abstract-truncated">1. The Business Environment. 2. Acquiring Strategic Data. 3. Understanding and Producing Scenario...</span><a class="js-work-more-abstract" data-broccoli-component="work_strip.more_abstract" data-click-track="profile-work-strip-more-abstract" href="javascript:;"><span> more </span><span><i class="fa fa-caret-down"></i></span></a><span class="js-work-more-abstract-untruncated hidden">1. The Business Environment. 2. Acquiring Strategic Data. 3. Understanding and Producing Scenario Planning. 4. Analysing Competitors. 5. Strengths, Weaknesses and Opportunities and Threats Analysis. 6. Organisational Resources and Capabilities. 7. Getting to Know Your Organisation&#39;s Core Competences. 8. Understanding and Using Value Chain Analysis. 9. Strategic Financial Accounting for Analysing Performance and Resources. 10. Comparative Analysis: Benchmarking. 11. Organisational Culture and Stakeholders, Culture Web. 12. Stakeholders Analysis. 13. Corporate Responsibility Audit. 14. Evaluation and Choosing Strategic Options. 15. Portfolio Analysis. 16. Gap Analysis. 17. Assessing Risk and Using Sensitivity and Risk Analysis. 18. Cost/Benefit Analysis. 19. Understanding and Using Shareholder Value Analysis. 20. Implemention Methods. 21. Business Process Re-Engineering. 22. Performance Measurement. 23. Techniques for Internal Markets.</span></div><div class="wp-workCard_item wp-workCard--actions"><span class="work-strip-bookmark-button-container"></span><span class="wp-workCard--action visible-if-viewed-by-owner inline-block" style="display: none;"><span class="js-profile-work-strip-edit-button-wrapper profile-work-strip-edit-button-wrapper" data-work-id="126827947"><a class="js-profile-work-strip-edit-button" tabindex="0"><span><i class="fa fa-pencil"></i></span><span>Edit</span></a></span></span></div><div class="wp-workCard_item wp-workCard--stats"><span><span><span class="js-view-count view-count u-mr2x" data-work-id="126827947"><i class="fa fa-spinner fa-spin"></i></span><script>$(function () { var workId = 126827947; window.Academia.workViewCountsFetcher.queue(workId, function (count) { var description = window.$h.commaizeInt(count) + " " + window.$h.pluralize(count, 'View'); $(".js-view-count[data-work-id=126827947]").text(description); $(".js-view-count[data-work-id=126827947]").attr('title', description).tooltip(); }); });</script></span></span><span><span class="percentile-widget hidden"><span class="u-mr2x work-percentile"></span></span><script>$(function () { var workId = 126827947; window.Academia.workPercentilesFetcher.queue(workId, function (percentileText) { var container = $(".js-work-strip[data-work-id='126827947']"); container.find('.work-percentile').text(percentileText.charAt(0).toUpperCase() + percentileText.slice(1)); container.find('.percentile-widget').show(); container.find('.percentile-widget').removeClass('hidden'); }); });</script></span></div><div id="work-strip-premium-row-container"></div></div></div><script> require.config({ waitSeconds: 90 })(["https://a.academia-assets.com/assets/wow_profile-a9bf3a2bc8c89fa2a77156577594264ee8a0f214d74241bc0fcd3f69f8d107ac.js","https://a.academia-assets.com/assets/work_edit-ad038b8c047c1a8d4fa01b402d530ff93c45fee2137a149a4a5398bc8ad67560.js"], function() { // from javascript_helper.rb var dispatcherData = {} if (false){ window.WowProfile.dispatcher = window.WowProfile.dispatcher || _.clone(Backbone.Events); dispatcherData = { dispatcher: window.WowProfile.dispatcher, downloadLinkId: "-1" } } $('.js-work-strip[data-work-id=126827947]').each(function() { if (!$(this).data('initialized')) { new WowProfile.WorkStripView({ el: this, workJSON: {"id":126827947,"title":"Exploring Techniques of Analysis and Evaluation in Strategic Management","internal_url":"https://www.academia.edu/126827947/Exploring_Techniques_of_Analysis_and_Evaluation_in_Strategic_Management","owner_id":325706185,"coauthors_can_edit":true,"owner":{"id":325706185,"first_name":"Veronique","middle_initials":null,"last_name":"Ambrosini","page_name":"VeroniqueAmbrosini","domain_name":"independent","created_at":"2024-09-24T20:55:04.234-07:00","display_name":"Veronique Ambrosini","url":"https://independent.academia.edu/VeroniqueAmbrosini"},"attachments":[]}, dispatcherData: dispatcherData }); $(this).data('initialized', true); } }); $a.trackClickSource(".js-work-strip-work-link", "profile_work_strip") }); </script> <div class="js-work-strip profile--work_container" data-work-id="126827926"><div class="profile--work_thumbnail hidden-xs"><a class="js-work-strip-work-link" data-click-track="profile-work-strip-thumbnail" rel="nofollow" href="https://www.academia.edu/126827926/An_Interpretive_Study_of_Senior_Managers_Conceptions_of_Project_Portfolio_Management_Work"><img alt="Research paper thumbnail of An Interpretive Study of Senior Managers’ Conceptions of Project Portfolio Management Work" class="work-thumbnail" src="https://a.academia-assets.com/images/blank-paper.jpg" /></a></div><div class="wp-workCard wp-workCard_itemContainer"><div class="wp-workCard_item wp-workCard--title"><a class="js-work-strip-work-link text-gray-darker" data-click-track="profile-work-strip-title" rel="nofollow" href="https://www.academia.edu/126827926/An_Interpretive_Study_of_Senior_Managers_Conceptions_of_Project_Portfolio_Management_Work">An Interpretive Study of Senior Managers’ Conceptions of Project Portfolio Management Work</a></div><div class="wp-workCard_item"><span>Academy of Management Proceedings</span></div><div class="wp-workCard_item"><span class="js-work-more-abstract-truncated">Project Portfolio Management (PPM) is a discipline that is central to strategy implementation. Ve...</span><a class="js-work-more-abstract" data-broccoli-component="work_strip.more_abstract" data-click-track="profile-work-strip-more-abstract" href="javascript:;"><span> more </span><span><i class="fa fa-caret-down"></i></span></a><span class="js-work-more-abstract-untruncated hidden">Project Portfolio Management (PPM) is a discipline that is central to strategy implementation. Very few empirical studies provide us with accounts of the key activities involved in PPM. Specifically, we need to develop better insights into the work that senior managers perform in PPM and into their competences (Jonas, 2010). Current rationalistic approaches to the study of competence are limited because of their rational, dualistic ontology, according to which, competence would be described as comprised of two separate components, &#39;a list of attributes possessed by the worker externally related to a list of work attributes&#39; (Sandberg, 1994: 16). This thesis applies the interpretive research approach known as phenomenography to overcome this limitation. Phenomenography suggests that &#39;the meaning work takes on for workers in their experience of it, rather than a specific set of attributes, constitutes competence&#39; (Sandberg, 2000: 9). Hence we need to understand how senior managers conceive of their work in PPM. Analysis of the interviews with 32 senior managers and executives revealed four different conceptions of PPM work (Management and delivery of project pipeline Management and delivery of strategic investment categories Optimisation of project portfolio and Development of PPM strategic capability), each with multiple attributes (such as Strategic Acumen and Impact and Influence). The conclusions confirm the existence of a hierarchy of conceptions in PPM work of increasing complexity, richness and inclusiveness. This research makes a contribution to the competence and PPM literatures by providing an interpretive understanding of what constitutes senior managers&#39; competence in PPM. By researching what senior managers understand as PPM work, this study also contributes to our understanding of what senior managers do during the PPM process. As such, it also contributes to the Strategy as Practice literature as it provides an account of some of the micro activities involved in PPM.</span></div><div class="wp-workCard_item wp-workCard--actions"><span class="work-strip-bookmark-button-container"></span><span class="wp-workCard--action visible-if-viewed-by-owner inline-block" style="display: none;"><span class="js-profile-work-strip-edit-button-wrapper profile-work-strip-edit-button-wrapper" data-work-id="126827926"><a class="js-profile-work-strip-edit-button" tabindex="0"><span><i class="fa fa-pencil"></i></span><span>Edit</span></a></span></span></div><div class="wp-workCard_item wp-workCard--stats"><span><span><span class="js-view-count view-count u-mr2x" data-work-id="126827926"><i class="fa fa-spinner fa-spin"></i></span><script>$(function () { var workId = 126827926; window.Academia.workViewCountsFetcher.queue(workId, function (count) { var description = window.$h.commaizeInt(count) + " " + window.$h.pluralize(count, 'View'); $(".js-view-count[data-work-id=126827926]").text(description); $(".js-view-count[data-work-id=126827926]").attr('title', description).tooltip(); }); });</script></span></span><span><span class="percentile-widget hidden"><span class="u-mr2x work-percentile"></span></span><script>$(function () { var workId = 126827926; window.Academia.workPercentilesFetcher.queue(workId, function (percentileText) { var container = $(".js-work-strip[data-work-id='126827926']"); container.find('.work-percentile').text(percentileText.charAt(0).toUpperCase() + percentileText.slice(1)); container.find('.percentile-widget').show(); container.find('.percentile-widget').removeClass('hidden'); }); });</script></span></div><div id="work-strip-premium-row-container"></div></div></div><script> require.config({ waitSeconds: 90 })(["https://a.academia-assets.com/assets/wow_profile-a9bf3a2bc8c89fa2a77156577594264ee8a0f214d74241bc0fcd3f69f8d107ac.js","https://a.academia-assets.com/assets/work_edit-ad038b8c047c1a8d4fa01b402d530ff93c45fee2137a149a4a5398bc8ad67560.js"], function() { // from javascript_helper.rb var dispatcherData = {} if (false){ window.WowProfile.dispatcher = window.WowProfile.dispatcher || _.clone(Backbone.Events); dispatcherData = { dispatcher: window.WowProfile.dispatcher, downloadLinkId: "-1" } } $('.js-work-strip[data-work-id=126827926]').each(function() { if (!$(this).data('initialized')) { new WowProfile.WorkStripView({ el: this, workJSON: {"id":126827926,"title":"An Interpretive Study of Senior Managers’ Conceptions of Project Portfolio Management Work","internal_url":"https://www.academia.edu/126827926/An_Interpretive_Study_of_Senior_Managers_Conceptions_of_Project_Portfolio_Management_Work","owner_id":325706185,"coauthors_can_edit":true,"owner":{"id":325706185,"first_name":"Veronique","middle_initials":null,"last_name":"Ambrosini","page_name":"VeroniqueAmbrosini","domain_name":"independent","created_at":"2024-09-24T20:55:04.234-07:00","display_name":"Veronique Ambrosini","url":"https://independent.academia.edu/VeroniqueAmbrosini"},"attachments":[]}, dispatcherData: dispatcherData }); $(this).data('initialized', true); } }); $a.trackClickSource(".js-work-strip-work-link", "profile_work_strip") }); </script> <div class="js-work-strip profile--work_container" data-work-id="126827925"><div class="profile--work_thumbnail hidden-xs"><a class="js-work-strip-work-link" data-click-track="profile-work-strip-thumbnail" rel="nofollow" href="https://www.academia.edu/126827925/The_Future_Role_of_the_Business_School_A_Value_Cocreation_Perspective"><img alt="Research paper thumbnail of The Future Role of the Business School: A Value Cocreation Perspective" class="work-thumbnail" src="https://a.academia-assets.com/images/blank-paper.jpg" /></a></div><div class="wp-workCard wp-workCard_itemContainer"><div class="wp-workCard_item wp-workCard--title"><a class="js-work-strip-work-link text-gray-darker" data-click-track="profile-work-strip-title" rel="nofollow" href="https://www.academia.edu/126827925/The_Future_Role_of_the_Business_School_A_Value_Cocreation_Perspective">The Future Role of the Business School: A Value Cocreation Perspective</a></div><div class="wp-workCard_item"><span>Academy of Management Learning &amp; Education</span><span>, 2020</span></div><div class="wp-workCard_item"><span class="js-work-more-abstract-truncated">Exploring value co-creation resonates with the ongoing debate concerning how business schools cre...</span><a class="js-work-more-abstract" data-broccoli-component="work_strip.more_abstract" data-click-track="profile-work-strip-more-abstract" href="javascript:;"><span> more </span><span><i class="fa fa-caret-down"></i></span></a><span class="js-work-more-abstract-untruncated hidden">Exploring value co-creation resonates with the ongoing debate concerning how business schools create value for their stakeholders. We suggest that the service-dominant logic (SDL) allows us to shed...</span></div><div class="wp-workCard_item wp-workCard--actions"><span class="work-strip-bookmark-button-container"></span><span class="wp-workCard--action visible-if-viewed-by-owner inline-block" style="display: none;"><span class="js-profile-work-strip-edit-button-wrapper profile-work-strip-edit-button-wrapper" data-work-id="126827925"><a class="js-profile-work-strip-edit-button" tabindex="0"><span><i class="fa fa-pencil"></i></span><span>Edit</span></a></span></span></div><div class="wp-workCard_item wp-workCard--stats"><span><span><span class="js-view-count view-count u-mr2x" data-work-id="126827925"><i class="fa fa-spinner fa-spin"></i></span><script>$(function () { var workId = 126827925; window.Academia.workViewCountsFetcher.queue(workId, function (count) { var description = window.$h.commaizeInt(count) + " " + window.$h.pluralize(count, 'View'); $(".js-view-count[data-work-id=126827925]").text(description); $(".js-view-count[data-work-id=126827925]").attr('title', description).tooltip(); }); });</script></span></span><span><span class="percentile-widget hidden"><span class="u-mr2x work-percentile"></span></span><script>$(function () { var workId = 126827925; window.Academia.workPercentilesFetcher.queue(workId, function (percentileText) { var container = $(".js-work-strip[data-work-id='126827925']"); container.find('.work-percentile').text(percentileText.charAt(0).toUpperCase() + percentileText.slice(1)); container.find('.percentile-widget').show(); container.find('.percentile-widget').removeClass('hidden'); }); });</script></span></div><div id="work-strip-premium-row-container"></div></div></div><script> require.config({ waitSeconds: 90 })(["https://a.academia-assets.com/assets/wow_profile-a9bf3a2bc8c89fa2a77156577594264ee8a0f214d74241bc0fcd3f69f8d107ac.js","https://a.academia-assets.com/assets/work_edit-ad038b8c047c1a8d4fa01b402d530ff93c45fee2137a149a4a5398bc8ad67560.js"], function() { // from javascript_helper.rb var dispatcherData = {} if (false){ window.WowProfile.dispatcher = window.WowProfile.dispatcher || _.clone(Backbone.Events); dispatcherData = { dispatcher: window.WowProfile.dispatcher, downloadLinkId: "-1" } } $('.js-work-strip[data-work-id=126827925]').each(function() { if (!$(this).data('initialized')) { new WowProfile.WorkStripView({ el: this, workJSON: {"id":126827925,"title":"The Future Role of the Business School: A Value Cocreation Perspective","internal_url":"https://www.academia.edu/126827925/The_Future_Role_of_the_Business_School_A_Value_Cocreation_Perspective","owner_id":325706185,"coauthors_can_edit":true,"owner":{"id":325706185,"first_name":"Veronique","middle_initials":null,"last_name":"Ambrosini","page_name":"VeroniqueAmbrosini","domain_name":"independent","created_at":"2024-09-24T20:55:04.234-07:00","display_name":"Veronique Ambrosini","url":"https://independent.academia.edu/VeroniqueAmbrosini"},"attachments":[]}, dispatcherData: dispatcherData }); $(this).data('initialized', true); } }); $a.trackClickSource(".js-work-strip-work-link", "profile_work_strip") }); </script> <div class="js-work-strip profile--work_container" data-work-id="126827924"><div class="profile--work_thumbnail hidden-xs"><a class="js-work-strip-work-link" data-click-track="profile-work-strip-thumbnail" href="https://www.academia.edu/126827924/Toward_A_Non_Essentialist_Approach_to_Management_Education_Philosophical_Underpinnings_From_Phenomenography"><img alt="Research paper thumbnail of Toward A Non-Essentialist Approach to Management Education: Philosophical Underpinnings From Phenomenography" class="work-thumbnail" src="https://attachments.academia-assets.com/120647611/thumbnails/1.jpg" /></a></div><div class="wp-workCard wp-workCard_itemContainer"><div class="wp-workCard_item wp-workCard--title"><a class="js-work-strip-work-link text-gray-darker" data-click-track="profile-work-strip-title" href="https://www.academia.edu/126827924/Toward_A_Non_Essentialist_Approach_to_Management_Education_Philosophical_Underpinnings_From_Phenomenography">Toward A Non-Essentialist Approach to Management Education: Philosophical Underpinnings From Phenomenography</a></div><div class="wp-workCard_item"><span>Academy of Management Learning &amp; Education</span><span>, 2019</span></div><div class="wp-workCard_item"><span class="js-work-more-abstract-truncated">The classic approach to management education is manager-centric and assumes there is an essential...</span><a class="js-work-more-abstract" data-broccoli-component="work_strip.more_abstract" data-click-track="profile-work-strip-more-abstract" href="javascript:;"><span> more </span><span><i class="fa fa-caret-down"></i></span></a><span class="js-work-more-abstract-untruncated hidden">The classic approach to management education is manager-centric and assumes there is an essential nature to management. Drawing on ideas from interpretivist epistemologies, the social construction of leadership, phenomenography, and variation theory, we discuss the implications for management education of taking a non-essentialist approach and regarding the nature of management as unknown and unknowable. We focus on phenomenography for two reasons. First, when applied to the task of defining management, it is built on interpretivist roots where the knowledge and understanding of the observer is paramount. Second, it is also a theory of learning with direct application to management research and teaching. Building on these insights, we highlight the importance of students becoming active investigators of management and we offer practical teaching implications on how students might be encouraged to engage in experiences that identify variations in the ways that management is conceptualized and performed. We also consider how such an approach brings a fresh perspective on what management education is about, the role of the educator, and how it informs the ongoing debates relating to the institutional pressures that business schools face.</span></div><div class="wp-workCard_item wp-workCard--actions"><span class="work-strip-bookmark-button-container"></span><a id="a26c022c84c93e9c79bdbd94a0ee1d5f" class="wp-workCard--action" rel="nofollow" data-click-track="profile-work-strip-download" data-download="{"attachment_id":120647611,"asset_id":126827924,"asset_type":"Work","button_location":"profile"}" href="https://www.academia.edu/attachments/120647611/download_file?s=profile"><span><i class="fa fa-arrow-down"></i></span><span>Download</span></a><span class="wp-workCard--action visible-if-viewed-by-owner inline-block" style="display: none;"><span class="js-profile-work-strip-edit-button-wrapper profile-work-strip-edit-button-wrapper" data-work-id="126827924"><a class="js-profile-work-strip-edit-button" tabindex="0"><span><i class="fa fa-pencil"></i></span><span>Edit</span></a></span></span></div><div class="wp-workCard_item wp-workCard--stats"><span><span><span class="js-view-count view-count u-mr2x" data-work-id="126827924"><i class="fa fa-spinner fa-spin"></i></span><script>$(function () { var workId = 126827924; window.Academia.workViewCountsFetcher.queue(workId, function (count) { var description = window.$h.commaizeInt(count) + " " + window.$h.pluralize(count, 'View'); $(".js-view-count[data-work-id=126827924]").text(description); $(".js-view-count[data-work-id=126827924]").attr('title', description).tooltip(); }); });</script></span></span><span><span class="percentile-widget hidden"><span class="u-mr2x work-percentile"></span></span><script>$(function () { var workId = 126827924; window.Academia.workPercentilesFetcher.queue(workId, function (percentileText) { var container = $(".js-work-strip[data-work-id='126827924']"); container.find('.work-percentile').text(percentileText.charAt(0).toUpperCase() + percentileText.slice(1)); container.find('.percentile-widget').show(); container.find('.percentile-widget').removeClass('hidden'); }); });</script></span></div><div id="work-strip-premium-row-container"></div></div></div><script> require.config({ waitSeconds: 90 })(["https://a.academia-assets.com/assets/wow_profile-a9bf3a2bc8c89fa2a77156577594264ee8a0f214d74241bc0fcd3f69f8d107ac.js","https://a.academia-assets.com/assets/work_edit-ad038b8c047c1a8d4fa01b402d530ff93c45fee2137a149a4a5398bc8ad67560.js"], function() { // from javascript_helper.rb var dispatcherData = {} if (true){ window.WowProfile.dispatcher = window.WowProfile.dispatcher || _.clone(Backbone.Events); dispatcherData = { dispatcher: window.WowProfile.dispatcher, downloadLinkId: "a26c022c84c93e9c79bdbd94a0ee1d5f" } } $('.js-work-strip[data-work-id=126827924]').each(function() { if (!$(this).data('initialized')) { new WowProfile.WorkStripView({ el: this, workJSON: {"id":126827924,"title":"Toward A Non-Essentialist Approach to Management Education: Philosophical Underpinnings From Phenomenography","internal_url":"https://www.academia.edu/126827924/Toward_A_Non_Essentialist_Approach_to_Management_Education_Philosophical_Underpinnings_From_Phenomenography","owner_id":325706185,"coauthors_can_edit":true,"owner":{"id":325706185,"first_name":"Veronique","middle_initials":null,"last_name":"Ambrosini","page_name":"VeroniqueAmbrosini","domain_name":"independent","created_at":"2024-09-24T20:55:04.234-07:00","display_name":"Veronique Ambrosini","url":"https://independent.academia.edu/VeroniqueAmbrosini"},"attachments":[{"id":120647611,"title":"","file_type":"pdf","scribd_thumbnail_url":"https://attachments.academia-assets.com/120647611/thumbnails/1.jpg","file_name":"Billsberry_20et_20al_20AMLE_202018_20Online_20Publication.pdf","download_url":"https://www.academia.edu/attachments/120647611/download_file","bulk_download_file_name":"Toward_A_Non_Essentialist_Approach_to_Ma.pdf","bulk_download_url":"https://d1wqtxts1xzle7.cloudfront.net/120647611/Billsberry_20et_20al_20AMLE_202018_20Online_20Publication-libre.pdf?1736125366=\u0026response-content-disposition=attachment%3B+filename%3DToward_A_Non_Essentialist_Approach_to_Ma.pdf\u0026Expires=1740596527\u0026Signature=F7IVm20SNCjV3hRigcYAANeMpa~-prx5WNVU8wOb9o1EE1cwY6sj69hO4Zqk7~yeaZ4aOozzwD~LLzx64MW5bIlwQU0rjBVu-iV~oVNf3sbMt9f0E~rH-01vJRfoESF7ejCSRZz1SPaoN5g-n3ONx9yVeBQqW~IzJeZ2rjLl-L6wLS0cpWkIA3HlBheO2yfSIYFoJoKwlI6oirGdI0FTTHZ6I15bOIA-9EVWmBn6TYZ8iQ2QVxUMH9CpGupfL2Sp0y~itMwtWKuvLG-y0IfNgevTJv8cn7Tf3PFxqknuQLo8Imr-N83T0GOqWT24olXmtO69kOMdaBGHwKI6u0aZug__\u0026Key-Pair-Id=APKAJLOHF5GGSLRBV4ZA"}]}, dispatcherData: dispatcherData }); $(this).data('initialized', true); } }); $a.trackClickSource(".js-work-strip-work-link", "profile_work_strip") }); </script> <div class="js-work-strip profile--work_container" data-work-id="126827923"><div class="profile--work_thumbnail hidden-xs"><a class="js-work-strip-work-link" data-click-track="profile-work-strip-thumbnail" rel="nofollow" href="https://www.academia.edu/126827923/A_middle_manager_perspective_on_strategy_formulation_and_implementation_effectiveness"><img alt="Research paper thumbnail of A middle manager perspective on strategy formulation and implementation effectiveness" class="work-thumbnail" src="https://a.academia-assets.com/images/blank-paper.jpg" /></a></div><div class="wp-workCard wp-workCard_itemContainer"><div class="wp-workCard_item wp-workCard--title"><a class="js-work-strip-work-link text-gray-darker" data-click-track="profile-work-strip-title" rel="nofollow" href="https://www.academia.edu/126827923/A_middle_manager_perspective_on_strategy_formulation_and_implementation_effectiveness">A middle manager perspective on strategy formulation and implementation effectiveness</a></div><div class="wp-workCard_item"><span>Academy of Management Proceedings</span><span>, 2012</span></div><div class="wp-workCard_item"><span class="js-work-more-abstract-truncated">In this paper we explore some of the organizational contextual variables (senior management suppo...</span><a class="js-work-more-abstract" data-broccoli-component="work_strip.more_abstract" data-click-track="profile-work-strip-more-abstract" href="javascript:;"><span> more </span><span><i class="fa fa-caret-down"></i></span></a><span class="js-work-more-abstract-untruncated hidden">In this paper we explore some of the organizational contextual variables (senior management support, participation, information availability, control and reward mechanisms) which influence strategy...</span></div><div class="wp-workCard_item wp-workCard--actions"><span class="work-strip-bookmark-button-container"></span><span class="wp-workCard--action visible-if-viewed-by-owner inline-block" style="display: none;"><span class="js-profile-work-strip-edit-button-wrapper profile-work-strip-edit-button-wrapper" data-work-id="126827923"><a class="js-profile-work-strip-edit-button" tabindex="0"><span><i class="fa fa-pencil"></i></span><span>Edit</span></a></span></span></div><div class="wp-workCard_item wp-workCard--stats"><span><span><span class="js-view-count view-count u-mr2x" data-work-id="126827923"><i class="fa fa-spinner fa-spin"></i></span><script>$(function () { var workId = 126827923; window.Academia.workViewCountsFetcher.queue(workId, function (count) { var description = window.$h.commaizeInt(count) + " " + window.$h.pluralize(count, 'View'); $(".js-view-count[data-work-id=126827923]").text(description); $(".js-view-count[data-work-id=126827923]").attr('title', description).tooltip(); }); });</script></span></span><span><span class="percentile-widget hidden"><span class="u-mr2x work-percentile"></span></span><script>$(function () { var workId = 126827923; window.Academia.workPercentilesFetcher.queue(workId, function (percentileText) { var container = $(".js-work-strip[data-work-id='126827923']"); container.find('.work-percentile').text(percentileText.charAt(0).toUpperCase() + percentileText.slice(1)); container.find('.percentile-widget').show(); container.find('.percentile-widget').removeClass('hidden'); }); });</script></span></div><div id="work-strip-premium-row-container"></div></div></div><script> require.config({ waitSeconds: 90 })(["https://a.academia-assets.com/assets/wow_profile-a9bf3a2bc8c89fa2a77156577594264ee8a0f214d74241bc0fcd3f69f8d107ac.js","https://a.academia-assets.com/assets/work_edit-ad038b8c047c1a8d4fa01b402d530ff93c45fee2137a149a4a5398bc8ad67560.js"], function() { // from javascript_helper.rb var dispatcherData = {} if (false){ window.WowProfile.dispatcher = window.WowProfile.dispatcher || _.clone(Backbone.Events); 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</script> <div class="js-work-strip profile--work_container" data-work-id="126827922"><div class="profile--work_thumbnail hidden-xs"><a class="js-work-strip-work-link" data-click-track="profile-work-strip-thumbnail" rel="nofollow" href="https://www.academia.edu/126827922/Social_dynamics_in_strategizing_Linking_micro_phenomena_to_strategy_performance"><img alt="Research paper thumbnail of Social dynamics in strategizing: Linking micro phenomena to strategy performance" class="work-thumbnail" src="https://a.academia-assets.com/images/blank-paper.jpg" /></a></div><div class="wp-workCard wp-workCard_itemContainer"><div class="wp-workCard_item wp-workCard--title"><a class="js-work-strip-work-link text-gray-darker" data-click-track="profile-work-strip-title" rel="nofollow" href="https://www.academia.edu/126827922/Social_dynamics_in_strategizing_Linking_micro_phenomena_to_strategy_performance">Social dynamics in strategizing: Linking micro phenomena to strategy performance</a></div><div class="wp-workCard_item"><span>Academy of Management Proceedings</span><span>, 2014</span></div><div class="wp-workCard_item"><span class="js-work-more-abstract-truncated">In this paper we report on an empirical study of middle managers as strategic actors in product-m...</span><a class="js-work-more-abstract" data-broccoli-component="work_strip.more_abstract" data-click-track="profile-work-strip-more-abstract" href="javascript:;"><span> more </span><span><i class="fa fa-caret-down"></i></span></a><span class="js-work-more-abstract-untruncated hidden">In this paper we report on an empirical study of middle managers as strategic actors in product-market strategizing. Taking a Strategy as Practice (SaP) lens, we focus on the social dynamics within the work environment conducive to the continuous practices and processes through which strategy is conceived, maintained, renewed and executed. We show and explain that procedural justice perceptions and participation in strategy making are two social processes that provide insights into encouraging middle managers’ organizational citizenship behaviour (OCB) and we explore the mediating role of reward mechanisms in shaping middle manager practice with implications for strategy performance. The paper addresses calls within the SaP literature for greater awareness of the need for appropriate organizational configurations to support strategy. As such the study emphasizes the importance of an assessment of micro-level activities and their consequence for organizational outcomes.</span></div><div class="wp-workCard_item wp-workCard--actions"><span class="work-strip-bookmark-button-container"></span><span class="wp-workCard--action visible-if-viewed-by-owner inline-block" style="display: none;"><span class="js-profile-work-strip-edit-button-wrapper profile-work-strip-edit-button-wrapper" data-work-id="126827922"><a class="js-profile-work-strip-edit-button" tabindex="0"><span><i class="fa fa-pencil"></i></span><span>Edit</span></a></span></span></div><div class="wp-workCard_item wp-workCard--stats"><span><span><span class="js-view-count view-count u-mr2x" data-work-id="126827922"><i class="fa fa-spinner fa-spin"></i></span><script>$(function () { var workId = 126827922; window.Academia.workViewCountsFetcher.queue(workId, function (count) { var description = window.$h.commaizeInt(count) + " " + window.$h.pluralize(count, 'View'); $(".js-view-count[data-work-id=126827922]").text(description); $(".js-view-count[data-work-id=126827922]").attr('title', description).tooltip(); }); });</script></span></span><span><span class="percentile-widget hidden"><span class="u-mr2x work-percentile"></span></span><script>$(function () { var workId = 126827922; window.Academia.workPercentilesFetcher.queue(workId, function (percentileText) { var container = $(".js-work-strip[data-work-id='126827922']"); container.find('.work-percentile').text(percentileText.charAt(0).toUpperCase() + percentileText.slice(1)); container.find('.percentile-widget').show(); container.find('.percentile-widget').removeClass('hidden'); }); });</script></span></div><div id="work-strip-premium-row-container"></div></div></div><script> require.config({ waitSeconds: 90 })(["https://a.academia-assets.com/assets/wow_profile-a9bf3a2bc8c89fa2a77156577594264ee8a0f214d74241bc0fcd3f69f8d107ac.js","https://a.academia-assets.com/assets/work_edit-ad038b8c047c1a8d4fa01b402d530ff93c45fee2137a149a4a5398bc8ad67560.js"], function() { // from javascript_helper.rb var dispatcherData = {} if (false){ window.WowProfile.dispatcher = window.WowProfile.dispatcher || _.clone(Backbone.Events); 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window.Academia.workViewCountsFetcher.queue(workId, function (count) { var description = window.$h.commaizeInt(count) + " " + window.$h.pluralize(count, 'View'); $(".js-view-count[data-work-id=126827921]").text(description); $(".js-view-count[data-work-id=126827921]").attr('title', description).tooltip(); }); });</script></span></span><span><span class="percentile-widget hidden"><span class="u-mr2x work-percentile"></span></span><script>$(function () { var workId = 126827921; window.Academia.workPercentilesFetcher.queue(workId, function (percentileText) { var container = $(".js-work-strip[data-work-id='126827921']"); container.find('.work-percentile').text(percentileText.charAt(0).toUpperCase() + percentileText.slice(1)); container.find('.percentile-widget').show(); container.find('.percentile-widget').removeClass('hidden'); }); });</script></span></div><div id="work-strip-premium-row-container"></div></div></div><script> require.config({ waitSeconds: 90 })(["https://a.academia-assets.com/assets/wow_profile-a9bf3a2bc8c89fa2a77156577594264ee8a0f214d74241bc0fcd3f69f8d107ac.js","https://a.academia-assets.com/assets/work_edit-ad038b8c047c1a8d4fa01b402d530ff93c45fee2137a149a4a5398bc8ad67560.js"], function() { // from javascript_helper.rb var dispatcherData = {} if (false){ window.WowProfile.dispatcher = window.WowProfile.dispatcher || _.clone(Backbone.Events); dispatcherData = { dispatcher: window.WowProfile.dispatcher, downloadLinkId: "-1" } } $('.js-work-strip[data-work-id=126827921]').each(function() { if (!$(this).data('initialized')) { new WowProfile.WorkStripView({ el: this, workJSON: {"id":126827921,"title":"To boldly go where few have gone before : teaching strategy with moving images","internal_url":"https://www.academia.edu/126827921/To_boldly_go_where_few_have_gone_before_teaching_strategy_with_moving_images","owner_id":325706185,"coauthors_can_edit":true,"owner":{"id":325706185,"first_name":"Veronique","middle_initials":null,"last_name":"Ambrosini","page_name":"VeroniqueAmbrosini","domain_name":"independent","created_at":"2024-09-24T20:55:04.234-07:00","display_name":"Veronique Ambrosini","url":"https://independent.academia.edu/VeroniqueAmbrosini"},"attachments":[]}, dispatcherData: dispatcherData }); $(this).data('initialized', true); } }); $a.trackClickSource(".js-work-strip-work-link", "profile_work_strip") }); </script> <div class="js-work-strip profile--work_container" data-work-id="126827920"><div class="profile--work_thumbnail hidden-xs"><a class="js-work-strip-work-link" data-click-track="profile-work-strip-thumbnail" rel="nofollow" href="https://www.academia.edu/126827920/Understanding_Value_Creation_in_Business_Schools"><img alt="Research paper thumbnail of Understanding Value Creation in Business Schools" class="work-thumbnail" src="https://a.academia-assets.com/images/blank-paper.jpg" /></a></div><div class="wp-workCard wp-workCard_itemContainer"><div class="wp-workCard_item wp-workCard--title"><a class="js-work-strip-work-link text-gray-darker" data-click-track="profile-work-strip-title" rel="nofollow" href="https://www.academia.edu/126827920/Understanding_Value_Creation_in_Business_Schools">Understanding Value Creation in Business Schools</a></div><div class="wp-workCard_item"><span>Academy of Management Proceedings</span><span>, 2015</span></div><div class="wp-workCard_item"><span class="js-work-more-abstract-truncated">This paper develops definitions of value and discusses value creation in the context of Business ...</span><a class="js-work-more-abstract" data-broccoli-component="work_strip.more_abstract" data-click-track="profile-work-strip-more-abstract" href="javascript:;"><span> more </span><span><i class="fa fa-caret-down"></i></span></a><span class="js-work-more-abstract-untruncated hidden">This paper develops definitions of value and discusses value creation in the context of Business Schools. By doing so it answers to calls both for precise definitions of the term value, as the lack of precision creates ambiguity and impairs theoretical and empirical developments, and to how Business Schools create value for their stakeholders. Basing our argument on the distinction between use value and exchange value we explore what value means for buyers of management education, namely self-funded students, parents or sponsoring organizations and we highlight the role of perceptions and conclude that consumer surplus is the most appropriate definition of buyers’ value. This allows us to discuss the value creating strategies Business Schools may consider and the implications for each of them.</span></div><div class="wp-workCard_item wp-workCard--actions"><span class="work-strip-bookmark-button-container"></span><span class="wp-workCard--action visible-if-viewed-by-owner inline-block" style="display: none;"><span class="js-profile-work-strip-edit-button-wrapper profile-work-strip-edit-button-wrapper" data-work-id="126827920"><a class="js-profile-work-strip-edit-button" tabindex="0"><span><i class="fa fa-pencil"></i></span><span>Edit</span></a></span></span></div><div class="wp-workCard_item wp-workCard--stats"><span><span><span class="js-view-count view-count u-mr2x" data-work-id="126827920"><i class="fa fa-spinner fa-spin"></i></span><script>$(function () { var workId = 126827920; window.Academia.workViewCountsFetcher.queue(workId, function (count) { var description = window.$h.commaizeInt(count) + " " + window.$h.pluralize(count, 'View'); $(".js-view-count[data-work-id=126827920]").text(description); 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window.Academia.workViewCountsFetcher.queue(workId, function (count) { var description = window.$h.commaizeInt(count) + " " + window.$h.pluralize(count, 'View'); $(".js-view-count[data-work-id=126827919]").text(description); $(".js-view-count[data-work-id=126827919]").attr('title', description).tooltip(); }); });</script></span></span><span><span class="percentile-widget hidden"><span class="u-mr2x work-percentile"></span></span><script>$(function () { var workId = 126827919; window.Academia.workPercentilesFetcher.queue(workId, function (percentileText) { var container = $(".js-work-strip[data-work-id='126827919']"); container.find('.work-percentile').text(percentileText.charAt(0).toUpperCase() + percentileText.slice(1)); container.find('.percentile-widget').show(); container.find('.percentile-widget').removeClass('hidden'); }); });</script></span></div><div id="work-strip-premium-row-container"></div></div></div><script> require.config({ waitSeconds: 90 })(["https://a.academia-assets.com/assets/wow_profile-a9bf3a2bc8c89fa2a77156577594264ee8a0f214d74241bc0fcd3f69f8d107ac.js","https://a.academia-assets.com/assets/work_edit-ad038b8c047c1a8d4fa01b402d530ff93c45fee2137a149a4a5398bc8ad67560.js"], function() { // from javascript_helper.rb var dispatcherData = {} if (true){ window.WowProfile.dispatcher = window.WowProfile.dispatcher || _.clone(Backbone.Events); 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$(this).data('initialized', true); } }); $a.trackClickSource(".js-work-strip-work-link", "profile_work_strip") }); </script> <div class="js-work-strip profile--work_container" data-work-id="126827918"><div class="profile--work_thumbnail hidden-xs"><a class="js-work-strip-work-link" data-click-track="profile-work-strip-thumbnail" rel="nofollow" href="https://www.academia.edu/126827918/Using_causal_mapping_to_find_new_avenue_for_organizational_fit_research"><img alt="Research paper thumbnail of Using causal mapping to find new avenue for organizational fit research" class="work-thumbnail" src="https://a.academia-assets.com/images/blank-paper.jpg" /></a></div><div class="wp-workCard wp-workCard_itemContainer"><div class="wp-workCard_item wp-workCard--title"><a class="js-work-strip-work-link text-gray-darker" data-click-track="profile-work-strip-title" rel="nofollow" href="https://www.academia.edu/126827918/Using_causal_mapping_to_find_new_avenue_for_organizational_fit_research">Using causal mapping to find new avenue for organizational fit research</a></div><div class="wp-workCard_item"><span class="js-work-more-abstract-truncated">Although organizational fit is strongly linked to important psychological outcomes such as motiva...</span><a class="js-work-more-abstract" data-broccoli-component="work_strip.more_abstract" data-click-track="profile-work-strip-more-abstract" href="javascript:;"><span> more </span><span><i class="fa fa-caret-down"></i></span></a><span class="js-work-more-abstract-untruncated hidden">Although organizational fit is strongly linked to important psychological outcomes such as motivation, satisfaction, turnover and performance, there is still a lot of confusion about definitions and conceptualizations of the construct. One reason for this is that fit researchers have almost exclusively conducted theory-driven nomothetic studies that have utilized varying approaches to the term. In this paper, we call for exploratory research that listens to how workers construct their own sense of fit and suggest that researchers should adopt idiographic data gathering techniques, coupled with nomothetic analysis tools, to do so. To enable this, we explain how fit researchers might use causal maps and thereby develop a stronger understanding of organizational fit that is grounded in how people conceive it.</span></div><div class="wp-workCard_item wp-workCard--actions"><span class="work-strip-bookmark-button-container"></span><span class="wp-workCard--action visible-if-viewed-by-owner inline-block" style="display: none;"><span class="js-profile-work-strip-edit-button-wrapper profile-work-strip-edit-button-wrapper" data-work-id="126827918"><a class="js-profile-work-strip-edit-button" tabindex="0"><span><i class="fa fa-pencil"></i></span><span>Edit</span></a></span></span></div><div class="wp-workCard_item wp-workCard--stats"><span><span><span class="js-view-count view-count u-mr2x" data-work-id="126827918"><i class="fa fa-spinner fa-spin"></i></span><script>$(function () { var workId = 126827918; window.Academia.workViewCountsFetcher.queue(workId, function (count) { var description = window.$h.commaizeInt(count) + " " + window.$h.pluralize(count, 'View'); $(".js-view-count[data-work-id=126827918]").text(description); $(".js-view-count[data-work-id=126827918]").attr('title', description).tooltip(); }); });</script></span></span><span><span class="percentile-widget hidden"><span class="u-mr2x work-percentile"></span></span><script>$(function () { var workId = 126827918; window.Academia.workPercentilesFetcher.queue(workId, function (percentileText) { var container = $(".js-work-strip[data-work-id='126827918']"); container.find('.work-percentile').text(percentileText.charAt(0).toUpperCase() + percentileText.slice(1)); container.find('.percentile-widget').show(); container.find('.percentile-widget').removeClass('hidden'); }); });</script></span></div><div id="work-strip-premium-row-container"></div></div></div><script> require.config({ waitSeconds: 90 })(["https://a.academia-assets.com/assets/wow_profile-a9bf3a2bc8c89fa2a77156577594264ee8a0f214d74241bc0fcd3f69f8d107ac.js","https://a.academia-assets.com/assets/work_edit-ad038b8c047c1a8d4fa01b402d530ff93c45fee2137a149a4a5398bc8ad67560.js"], function() { // from javascript_helper.rb var dispatcherData = {} if (false){ window.WowProfile.dispatcher = window.WowProfile.dispatcher || _.clone(Backbone.Events); dispatcherData = { dispatcher: window.WowProfile.dispatcher, downloadLinkId: "-1" } } $('.js-work-strip[data-work-id=126827918]').each(function() { if (!$(this).data('initialized')) { new WowProfile.WorkStripView({ el: this, workJSON: {"id":126827918,"title":"Using causal mapping to find new avenue for organizational fit research","internal_url":"https://www.academia.edu/126827918/Using_causal_mapping_to_find_new_avenue_for_organizational_fit_research","owner_id":325706185,"coauthors_can_edit":true,"owner":{"id":325706185,"first_name":"Veronique","middle_initials":null,"last_name":"Ambrosini","page_name":"VeroniqueAmbrosini","domain_name":"independent","created_at":"2024-09-24T20:55:04.234-07:00","display_name":"Veronique Ambrosini","url":"https://independent.academia.edu/VeroniqueAmbrosini"},"attachments":[]}, dispatcherData: dispatcherData }); $(this).data('initialized', true); } }); $a.trackClickSource(".js-work-strip-work-link", "profile_work_strip") }); </script> <div class="js-work-strip profile--work_container" data-work-id="126827917"><div class="profile--work_thumbnail hidden-xs"><a class="js-work-strip-work-link" data-click-track="profile-work-strip-thumbnail" rel="nofollow" href="https://www.academia.edu/126827917/Person_Organisation_Fit_as_an_Amplifier_of_Tacit_Knowledge"><img alt="Research paper thumbnail of Person–Organisation Fit as an Amplifier of Tacit Knowledge" class="work-thumbnail" src="https://a.academia-assets.com/images/blank-paper.jpg" /></a></div><div class="wp-workCard wp-workCard_itemContainer"><div class="wp-workCard_item wp-workCard--title"><a class="js-work-strip-work-link text-gray-darker" data-click-track="profile-work-strip-title" rel="nofollow" href="https://www.academia.edu/126827917/Person_Organisation_Fit_as_an_Amplifier_of_Tacit_Knowledge">Person–Organisation Fit as an Amplifier of Tacit Knowledge</a></div><div class="wp-workCard_item"><span class="js-work-more-abstract-truncated">Many researchers have argued that a source of sustainable competitive advantage lies in the tacit...</span><a class="js-work-more-abstract" data-broccoli-component="work_strip.more_abstract" data-click-track="profile-work-strip-more-abstract" href="javascript:;"><span> more </span><span><i class="fa fa-caret-down"></i></span></a><span class="js-work-more-abstract-untruncated hidden">Many researchers have argued that a source of sustainable competitive advantage lies in the tacit knowledge of firms. According to this view, many of the things that cause organizations to do well are difficult to express or communicate and as such difficult to transfer throughout the firm. They are context specific, rare and difficult to imitate or substitute. Hence, much attention has focused on the role of tacit knowledge in the organizational knowledge creation process and the transfer of tacit knowledge through an organization. It is known that shared communication and socialization are important processes in the transfer of tacit knowledge. Being based on an alignment of values, goals and personalities, person–organisation (PO) is known to be associated with levels of citizenship behaviour (OCBs), commitment, and tenure. Further, we argue that fit is likely to shape the transfer of tacit knowledge with higher levels of one resulting in higher levels of the other. We explore the interaction of tacit knowledge and person–organisation (PO) fit and develop a model that suggests a complex interaction between the two factors.</span></div><div class="wp-workCard_item wp-workCard--actions"><span class="work-strip-bookmark-button-container"></span><span class="wp-workCard--action visible-if-viewed-by-owner inline-block" style="display: none;"><span class="js-profile-work-strip-edit-button-wrapper profile-work-strip-edit-button-wrapper" data-work-id="126827917"><a class="js-profile-work-strip-edit-button" tabindex="0"><span><i class="fa fa-pencil"></i></span><span>Edit</span></a></span></span></div><div class="wp-workCard_item wp-workCard--stats"><span><span><span class="js-view-count view-count u-mr2x" data-work-id="126827917"><i class="fa fa-spinner fa-spin"></i></span><script>$(function () { var workId = 126827917; window.Academia.workViewCountsFetcher.queue(workId, function (count) { var description = window.$h.commaizeInt(count) + " " + window.$h.pluralize(count, 'View'); $(".js-view-count[data-work-id=126827917]").text(description); $(".js-view-count[data-work-id=126827917]").attr('title', description).tooltip(); }); });</script></span></span><span><span class="percentile-widget hidden"><span class="u-mr2x work-percentile"></span></span><script>$(function () { var workId = 126827917; window.Academia.workPercentilesFetcher.queue(workId, function (percentileText) { var container = $(".js-work-strip[data-work-id='126827917']"); container.find('.work-percentile').text(percentileText.charAt(0).toUpperCase() + percentileText.slice(1)); container.find('.percentile-widget').show(); container.find('.percentile-widget').removeClass('hidden'); }); });</script></span></div><div id="work-strip-premium-row-container"></div></div></div><script> require.config({ waitSeconds: 90 })(["https://a.academia-assets.com/assets/wow_profile-a9bf3a2bc8c89fa2a77156577594264ee8a0f214d74241bc0fcd3f69f8d107ac.js","https://a.academia-assets.com/assets/work_edit-ad038b8c047c1a8d4fa01b402d530ff93c45fee2137a149a4a5398bc8ad67560.js"], function() { // from javascript_helper.rb var dispatcherData = {} if (false){ window.WowProfile.dispatcher = window.WowProfile.dispatcher || _.clone(Backbone.Events); dispatcherData = { dispatcher: window.WowProfile.dispatcher, downloadLinkId: "-1" } } $('.js-work-strip[data-work-id=126827917]').each(function() { if (!$(this).data('initialized')) { new WowProfile.WorkStripView({ el: this, workJSON: {"id":126827917,"title":"Person–Organisation Fit as an Amplifier of Tacit Knowledge","internal_url":"https://www.academia.edu/126827917/Person_Organisation_Fit_as_an_Amplifier_of_Tacit_Knowledge","owner_id":325706185,"coauthors_can_edit":true,"owner":{"id":325706185,"first_name":"Veronique","middle_initials":null,"last_name":"Ambrosini","page_name":"VeroniqueAmbrosini","domain_name":"independent","created_at":"2024-09-24T20:55:04.234-07:00","display_name":"Veronique Ambrosini","url":"https://independent.academia.edu/VeroniqueAmbrosini"},"attachments":[]}, dispatcherData: dispatcherData }); $(this).data('initialized', true); } }); $a.trackClickSource(".js-work-strip-work-link", "profile_work_strip") }); </script> <div class="js-work-strip profile--work_container" data-work-id="126827916"><div class="profile--work_thumbnail hidden-xs"><a class="js-work-strip-work-link" data-click-track="profile-work-strip-thumbnail" href="https://www.academia.edu/126827916/Teaching_soft_issues_in_strategic_managment_with_films_Arguments_and_suggestions"><img alt="Research paper thumbnail of Teaching soft issues in strategic managment with films: Arguments and suggestions" class="work-thumbnail" src="https://attachments.academia-assets.com/120647612/thumbnails/1.jpg" /></a></div><div class="wp-workCard wp-workCard_itemContainer"><div class="wp-workCard_item wp-workCard--title"><a class="js-work-strip-work-link text-gray-darker" data-click-track="profile-work-strip-title" href="https://www.academia.edu/126827916/Teaching_soft_issues_in_strategic_managment_with_films_Arguments_and_suggestions">Teaching soft issues in strategic managment with films: Arguments and suggestions</a></div><div class="wp-workCard_item"><span>The International Journal of Management Education</span><span>, 2009</span></div><div class="wp-workCard_item"><span class="js-work-more-abstract-truncated">advocated the use of film scenes because they "offer a visual portrayal of abstract theories and ...</span><a class="js-work-more-abstract" data-broccoli-component="work_strip.more_abstract" data-click-track="profile-work-strip-more-abstract" href="javascript:;"><span> more </span><span><i class="fa fa-caret-down"></i></span></a><span class="js-work-more-abstract-untruncated hidden">advocated the use of film scenes because they "offer a visual portrayal of abstract theories and concepts taught in organisational behaviour and management courses". This quality of films is of particular value when teaching inexperienced students or those students who have little knowledge of the workplace. This is especially relevant when teaching strategic management, not just because of the increasing trend for students to take MBA and related courses straight after their undergraduate studies, but also because strategic management ideas are most often relevant to senior management decisions, of which even fewer students have experience. Strategic problems are largely complex, idiosyncratic, interrelated, and often have more than one correct answer. Moreover strategy making is, to a large extent, as much based on intuition and tacit knowledge as on rational decision making . Hence when students lack practical work knowledge they may find learning strategic management concepts difficult. It is relatively straightforward to teach students most strategic analysis frameworks or rational theories, but it is less so for concepts and ideas which are procedural, complex or context dependent. Showing film scenes can help students understand and learn these concepts. They help to illustrate concepts 'in action'; they create experience . Moreover, these references to popular culture assist students' access and relate to the concepts being</span></div><div class="wp-workCard_item wp-workCard--actions"><span class="work-strip-bookmark-button-container"></span><a id="34a87d30511fabed316ba82a97bec6a3" class="wp-workCard--action" rel="nofollow" data-click-track="profile-work-strip-download" data-download="{"attachment_id":120647612,"asset_id":126827916,"asset_type":"Work","button_location":"profile"}" href="https://www.academia.edu/attachments/120647612/download_file?s=profile"><span><i class="fa fa-arrow-down"></i></span><span>Download</span></a><span class="wp-workCard--action visible-if-viewed-by-owner inline-block" style="display: none;"><span class="js-profile-work-strip-edit-button-wrapper profile-work-strip-edit-button-wrapper" data-work-id="126827916"><a class="js-profile-work-strip-edit-button" tabindex="0"><span><i class="fa fa-pencil"></i></span><span>Edit</span></a></span></span></div><div class="wp-workCard_item wp-workCard--stats"><span><span><span class="js-view-count view-count u-mr2x" data-work-id="126827916"><i class="fa fa-spinner fa-spin"></i></span><script>$(function () { var workId = 126827916; window.Academia.workViewCountsFetcher.queue(workId, function (count) { var description = window.$h.commaizeInt(count) + " " + window.$h.pluralize(count, 'View'); $(".js-view-count[data-work-id=126827916]").text(description); $(".js-view-count[data-work-id=126827916]").attr('title', description).tooltip(); }); });</script></span></span><span><span class="percentile-widget hidden"><span class="u-mr2x work-percentile"></span></span><script>$(function () { var workId = 126827916; window.Academia.workPercentilesFetcher.queue(workId, function (percentileText) { var container = $(".js-work-strip[data-work-id='126827916']"); container.find('.work-percentile').text(percentileText.charAt(0).toUpperCase() + percentileText.slice(1)); container.find('.percentile-widget').show(); container.find('.percentile-widget').removeClass('hidden'); }); });</script></span></div><div id="work-strip-premium-row-container"></div></div></div><script> require.config({ waitSeconds: 90 })(["https://a.academia-assets.com/assets/wow_profile-a9bf3a2bc8c89fa2a77156577594264ee8a0f214d74241bc0fcd3f69f8d107ac.js","https://a.academia-assets.com/assets/work_edit-ad038b8c047c1a8d4fa01b402d530ff93c45fee2137a149a4a5398bc8ad67560.js"], function() { // from javascript_helper.rb var dispatcherData = {} if (true){ window.WowProfile.dispatcher = window.WowProfile.dispatcher || _.clone(Backbone.Events); dispatcherData = { dispatcher: window.WowProfile.dispatcher, downloadLinkId: "34a87d30511fabed316ba82a97bec6a3" } } $('.js-work-strip[data-work-id=126827916]').each(function() { if (!$(this).data('initialized')) { new WowProfile.WorkStripView({ el: this, workJSON: {"id":126827916,"title":"Teaching soft issues in strategic managment with films: Arguments and suggestions","internal_url":"https://www.academia.edu/126827916/Teaching_soft_issues_in_strategic_managment_with_films_Arguments_and_suggestions","owner_id":325706185,"coauthors_can_edit":true,"owner":{"id":325706185,"first_name":"Veronique","middle_initials":null,"last_name":"Ambrosini","page_name":"VeroniqueAmbrosini","domain_name":"independent","created_at":"2024-09-24T20:55:04.234-07:00","display_name":"Veronique Ambrosini","url":"https://independent.academia.edu/VeroniqueAmbrosini"},"attachments":[{"id":120647612,"title":"","file_type":"pdf","scribd_thumbnail_url":"https://attachments.academia-assets.com/120647612/thumbnails/1.jpg","file_name":"4ebd75ae0357d9dea5fb41cbe7919cef2a27.pdf","download_url":"https://www.academia.edu/attachments/120647612/download_file","bulk_download_file_name":"Teaching_soft_issues_in_strategic_managm.pdf","bulk_download_url":"https://d1wqtxts1xzle7.cloudfront.net/120647612/4ebd75ae0357d9dea5fb41cbe7919cef2a27-libre.pdf?1736125353=\u0026response-content-disposition=attachment%3B+filename%3DTeaching_soft_issues_in_strategic_managm.pdf\u0026Expires=1740596527\u0026Signature=G1ruBMkU1eYAjvcEnCtGCyCHbImaFX4Y4jkjEiwCSuig6mVZO3VWd4YpuRFYM4sKz8OFawf~2AsRED-zkHM4c14RUttm73vxat1u3QcyH~d6nXvN-Zz57iWfDdpt3jc9L8wCvsEh5oi1sUa~Xz2vBpvRdv2vLHl8iz-5oYt6c170WnaYfvB9oSID1RDO73WdTg15bFFM59a2u28qQDWswAZ7PTlWOtvJmTdJbEPrNlXtkMYYmwoc7rRQAr7edpH5aHI-NGCH4XazI9CM39Sg5K2LTlrbOnfkAMJrG-TrbRcwJAOPkhu0Yc-eRNNx6YFK6M66x315lls5pvEspcCP5g__\u0026Key-Pair-Id=APKAJLOHF5GGSLRBV4ZA"}]}, dispatcherData: dispatcherData }); $(this).data('initialized', true); } }); $a.trackClickSource(".js-work-strip-work-link", "profile_work_strip") }); </script> <div class="js-work-strip profile--work_container" data-work-id="126827915"><div class="profile--work_thumbnail hidden-xs"><a class="js-work-strip-work-link" data-click-track="profile-work-strip-thumbnail" href="https://www.academia.edu/126827915/Perceptions_of_Strategic_Priorities_Consensus_and_Firm_Performance"><img alt="Research paper thumbnail of Perceptions of Strategic Priorities, Consensus and Firm Performance" class="work-thumbnail" src="https://attachments.academia-assets.com/120647610/thumbnails/1.jpg" /></a></div><div class="wp-workCard wp-workCard_itemContainer"><div class="wp-workCard_item wp-workCard--title"><a class="js-work-strip-work-link text-gray-darker" data-click-track="profile-work-strip-title" href="https://www.academia.edu/126827915/Perceptions_of_Strategic_Priorities_Consensus_and_Firm_Performance">Perceptions of Strategic Priorities, Consensus and Firm Performance</a></div><div class="wp-workCard_item"><span>Journal of Management Studies</span><span>, 1997</span></div><div class="wp-workCard_item"><span class="js-work-more-abstract-truncated">This paper reports the results of a study into strategy content, consensus, and firm performance....</span><a class="js-work-more-abstract" data-broccoli-component="work_strip.more_abstract" data-click-track="profile-work-strip-more-abstract" href="javascript:;"><span> more </span><span><i class="fa fa-caret-down"></i></span></a><span class="js-work-more-abstract-untruncated hidden">This paper reports the results of a study into strategy content, consensus, and firm performance. It is argued that the content of consensus, i.e. what the agreement is about, is of importance, and that strategic priorities concerned with the extant strategy are constructs that are strategically relevant to the exploration of consensus‐‐performance links. Whereas previous studies have used a statistical measure of consensus (summing standard deviations), in this study the managers&#39; perceptions of strategic priorities have been plotted on two‐dimensional graphs. We argue that in contrast to the use of means and standard deviations, by plotting the patterns of perceptions produced by a management group, more information is retained for subsequent interpretation and hence a richer picture of the extent and nature of shared perceptions within a management group can be developed. Using this approach, data from 32 strategic business units were analysed, revealing patterns of consensus...</span></div><div class="wp-workCard_item wp-workCard--actions"><span class="work-strip-bookmark-button-container"></span><a id="97b48705b808b5da4da43585d38af372" class="wp-workCard--action" rel="nofollow" data-click-track="profile-work-strip-download" data-download="{"attachment_id":120647610,"asset_id":126827915,"asset_type":"Work","button_location":"profile"}" href="https://www.academia.edu/attachments/120647610/download_file?s=profile"><span><i class="fa fa-arrow-down"></i></span><span>Download</span></a><span class="wp-workCard--action visible-if-viewed-by-owner inline-block" style="display: none;"><span class="js-profile-work-strip-edit-button-wrapper profile-work-strip-edit-button-wrapper" data-work-id="126827915"><a class="js-profile-work-strip-edit-button" tabindex="0"><span><i class="fa fa-pencil"></i></span><span>Edit</span></a></span></span></div><div class="wp-workCard_item wp-workCard--stats"><span><span><span class="js-view-count view-count u-mr2x" data-work-id="126827915"><i class="fa fa-spinner fa-spin"></i></span><script>$(function () { var workId = 126827915; window.Academia.workViewCountsFetcher.queue(workId, function (count) { var description = window.$h.commaizeInt(count) + " " + window.$h.pluralize(count, 'View'); $(".js-view-count[data-work-id=126827915]").text(description); $(".js-view-count[data-work-id=126827915]").attr('title', description).tooltip(); }); });</script></span></span><span><span class="percentile-widget hidden"><span class="u-mr2x work-percentile"></span></span><script>$(function () { var workId = 126827915; window.Academia.workPercentilesFetcher.queue(workId, function (percentileText) { var container = $(".js-work-strip[data-work-id='126827915']"); container.find('.work-percentile').text(percentileText.charAt(0).toUpperCase() + percentileText.slice(1)); container.find('.percentile-widget').show(); container.find('.percentile-widget').removeClass('hidden'); }); });</script></span></div><div id="work-strip-premium-row-container"></div></div></div><script> require.config({ waitSeconds: 90 })(["https://a.academia-assets.com/assets/wow_profile-a9bf3a2bc8c89fa2a77156577594264ee8a0f214d74241bc0fcd3f69f8d107ac.js","https://a.academia-assets.com/assets/work_edit-ad038b8c047c1a8d4fa01b402d530ff93c45fee2137a149a4a5398bc8ad67560.js"], function() { // from javascript_helper.rb var dispatcherData = {} if (true){ window.WowProfile.dispatcher = window.WowProfile.dispatcher || _.clone(Backbone.Events); dispatcherData = { dispatcher: window.WowProfile.dispatcher, downloadLinkId: "97b48705b808b5da4da43585d38af372" } } $('.js-work-strip[data-work-id=126827915]').each(function() { if (!$(this).data('initialized')) { new WowProfile.WorkStripView({ el: this, workJSON: {"id":126827915,"title":"Perceptions of Strategic Priorities, Consensus and Firm Performance","internal_url":"https://www.academia.edu/126827915/Perceptions_of_Strategic_Priorities_Consensus_and_Firm_Performance","owner_id":325706185,"coauthors_can_edit":true,"owner":{"id":325706185,"first_name":"Veronique","middle_initials":null,"last_name":"Ambrosini","page_name":"VeroniqueAmbrosini","domain_name":"independent","created_at":"2024-09-24T20:55:04.234-07:00","display_name":"Veronique Ambrosini","url":"https://independent.academia.edu/VeroniqueAmbrosini"},"attachments":[{"id":120647610,"title":"","file_type":"pdf","scribd_thumbnail_url":"https://attachments.academia-assets.com/120647610/thumbnails/1.jpg","file_name":"1467-6486.0005020250106-1-kf35u9.pdf","download_url":"https://www.academia.edu/attachments/120647610/download_file","bulk_download_file_name":"Perceptions_of_Strategic_Priorities_Cons.pdf","bulk_download_url":"https://d1wqtxts1xzle7.cloudfront.net/120647610/1467-6486.0005020250106-1-kf35u9-libre.pdf?1736125354=\u0026response-content-disposition=attachment%3B+filename%3DPerceptions_of_Strategic_Priorities_Cons.pdf\u0026Expires=1740596527\u0026Signature=I0GvgluK5FfUfUw9NquvmrXE5-Mv~2Wv5rXXaSHs3P44OhgIT2fkBJtiC-Jp0RwiLM1~Twv3UU903xCrv~~j2WiCvDUoXlk~IuY9GwzIoRR6v-3J-iblzcGjceMQ~TEOUv0fVRmG39xXp1TfkvkIv4VhrtFRpmrbI8QTZzMXa~OYZBBXMPEOiU4ev7PohBWOK43Ng1WAmvitr72wn4mrg-bSkYgCTYMySi4r8bb~HSFXn4ah1jsCrB3689kvy44a0eqqNprk7078dABAbHlXgNxG1D~E67Dg0-7AeZVf0EcVeBbExSoPxgiB8J2ZT-V4uhW19COHDSmsCxuMoYNQTw__\u0026Key-Pair-Id=APKAJLOHF5GGSLRBV4ZA"}]}, dispatcherData: dispatcherData }); $(this).data('initialized', true); } }); $a.trackClickSource(".js-work-strip-work-link", "profile_work_strip") }); </script> <div class="js-work-strip profile--work_container" data-work-id="126827914"><div class="profile--work_thumbnail hidden-xs"><a class="js-work-strip-work-link" data-click-track="profile-work-strip-thumbnail" href="https://www.academia.edu/126827914/Tacit_Knowledge_Some_Suggestions_for_Operationalization"><img alt="Research paper thumbnail of Tacit Knowledge: Some Suggestions for Operationalization" class="work-thumbnail" src="https://attachments.academia-assets.com/120647604/thumbnails/1.jpg" /></a></div><div class="wp-workCard wp-workCard_itemContainer"><div class="wp-workCard_item wp-workCard--title"><a class="js-work-strip-work-link text-gray-darker" data-click-track="profile-work-strip-title" href="https://www.academia.edu/126827914/Tacit_Knowledge_Some_Suggestions_for_Operationalization">Tacit Knowledge: Some Suggestions for Operationalization</a></div><div class="wp-workCard_item"><span>Journal of Management Studies</span><span>, 2001</span></div><div class="wp-workCard_item"><span class="js-work-more-abstract-truncated">With the emergence of the resource‐based view of the firm and of the concept of core competencies...</span><a class="js-work-more-abstract" data-broccoli-component="work_strip.more_abstract" data-click-track="profile-work-strip-more-abstract" href="javascript:;"><span> more </span><span><i class="fa fa-caret-down"></i></span></a><span class="js-work-more-abstract-untruncated hidden">With the emergence of the resource‐based view of the firm and of the concept of core competencies, intangible resources, and tacit knowledge in particular have been argued to occupy a central place in the development of sustainable competitive advantage. This is because tacit knowledge is argued to be difficult to imitate, to substitute, to transfer and it is rare. However, there is little empirical research to support this theoretical proposition. Tacit knowledge has so far resisted operationalization. This paper sets out to define the term tacit knowledge and proposes to redefine it, within the context of the resource‐based view of the firm, as tacit skills. A methodology (based on causal mapping, self‐Q and storytelling) for empirically researching the subject is outlined.</span></div><div class="wp-workCard_item wp-workCard--actions"><span class="work-strip-bookmark-button-container"></span><a id="b9a7b940f081c76f0bd37591979bc2d3" class="wp-workCard--action" rel="nofollow" data-click-track="profile-work-strip-download" data-download="{"attachment_id":120647604,"asset_id":126827914,"asset_type":"Work","button_location":"profile"}" href="https://www.academia.edu/attachments/120647604/download_file?s=profile"><span><i class="fa fa-arrow-down"></i></span><span>Download</span></a><span class="wp-workCard--action visible-if-viewed-by-owner inline-block" style="display: none;"><span class="js-profile-work-strip-edit-button-wrapper profile-work-strip-edit-button-wrapper" data-work-id="126827914"><a class="js-profile-work-strip-edit-button" tabindex="0"><span><i class="fa fa-pencil"></i></span><span>Edit</span></a></span></span></div><div class="wp-workCard_item wp-workCard--stats"><span><span><span class="js-view-count view-count u-mr2x" data-work-id="126827914"><i class="fa fa-spinner fa-spin"></i></span><script>$(function () { var workId = 126827914; 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$(this).data('initialized', true); } }); $a.trackClickSource(".js-work-strip-work-link", "profile_work_strip") }); </script> <div class="js-work-strip profile--work_container" data-work-id="126827913"><div class="profile--work_thumbnail hidden-xs"><a class="js-work-strip-work-link" data-click-track="profile-work-strip-thumbnail" href="https://www.academia.edu/126827913/Some_Suggestions_for_Mapping_Organizational_Members_Sense_of_Fit"><img alt="Research paper thumbnail of Some Suggestions for Mapping Organizational Members’ Sense of Fit" class="work-thumbnail" src="https://attachments.academia-assets.com/120647605/thumbnails/1.jpg" /></a></div><div class="wp-workCard wp-workCard_itemContainer"><div class="wp-workCard_item wp-workCard--title"><a class="js-work-strip-work-link text-gray-darker" data-click-track="profile-work-strip-title" href="https://www.academia.edu/126827913/Some_Suggestions_for_Mapping_Organizational_Members_Sense_of_Fit">Some Suggestions for Mapping Organizational Members’ Sense of Fit</a></div><div class="wp-workCard_item"><span>Journal of Business and Psychology</span><span>, 2005</span></div><div class="wp-workCard_item"><span class="js-work-more-abstract-truncated">Despite its importance in the organizational behavior literature, person-organization (P-O) fit r...</span><a class="js-work-more-abstract" data-broccoli-component="work_strip.more_abstract" data-click-track="profile-work-strip-more-abstract" href="javascript:;"><span> more </span><span><i class="fa fa-caret-down"></i></span></a><span class="js-work-more-abstract-untruncated hidden">Despite its importance in the organizational behavior literature, person-organization (P-O) fit remains an elusive construct. One reason for this is the lack of research about organizational members' own sense of their P-O fit. In this paper we discuss the criteria required of suitable research tools to explore this domain. Drawing on arguments from the cognition literature, we argue that storytelling and causal mapping techniques are suitable for exploring organizational members' sense of fit. We conclude with a short example of the method in action and a discussion of some of the practical issues that researchers will face.</span></div><div class="wp-workCard_item wp-workCard--actions"><span class="work-strip-bookmark-button-container"></span><a id="b9d2b2c4c039fe15fadf10074ecd6316" class="wp-workCard--action" rel="nofollow" data-click-track="profile-work-strip-download" data-download="{"attachment_id":120647605,"asset_id":126827913,"asset_type":"Work","button_location":"profile"}" href="https://www.academia.edu/attachments/120647605/download_file?s=profile"><span><i class="fa fa-arrow-down"></i></span><span>Download</span></a><span class="wp-workCard--action visible-if-viewed-by-owner inline-block" style="display: none;"><span class="js-profile-work-strip-edit-button-wrapper profile-work-strip-edit-button-wrapper" data-work-id="126827913"><a class="js-profile-work-strip-edit-button" tabindex="0"><span><i class="fa fa-pencil"></i></span><span>Edit</span></a></span></span></div><div class="wp-workCard_item wp-workCard--stats"><span><span><span class="js-view-count view-count u-mr2x" data-work-id="126827913"><i class="fa fa-spinner fa-spin"></i></span><script>$(function () { var workId = 126827913; 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$(this).data('initialized', true); } }); $a.trackClickSource(".js-work-strip-work-link", "profile_work_strip") }); </script> <div class="js-work-strip profile--work_container" data-work-id="126827912"><div class="profile--work_thumbnail hidden-xs"><a class="js-work-strip-work-link" data-click-track="profile-work-strip-thumbnail" href="https://www.academia.edu/126827912/Surfacing_Tacit_Sources_of_Success"><img alt="Research paper thumbnail of Surfacing Tacit Sources of Success" class="work-thumbnail" src="https://attachments.academia-assets.com/120647606/thumbnails/1.jpg" /></a></div><div class="wp-workCard wp-workCard_itemContainer"><div class="wp-workCard_item wp-workCard--title"><a class="js-work-strip-work-link text-gray-darker" data-click-track="profile-work-strip-title" href="https://www.academia.edu/126827912/Surfacing_Tacit_Sources_of_Success">Surfacing Tacit Sources of Success</a></div><div class="wp-workCard_item"><span>International Small Business Journal: Researching Entrepreneurship</span><span>, 2008</span></div><div class="wp-workCard_item"><span class="js-work-more-abstract-truncated">Eliciting and transferring tacit knowledge is critical for the growth ambitions of small knowledg...</span><a class="js-work-more-abstract" data-broccoli-component="work_strip.more_abstract" data-click-track="profile-work-strip-more-abstract" href="javascript:;"><span> more </span><span><i class="fa fa-caret-down"></i></span></a><span class="js-work-more-abstract-untruncated hidden">Eliciting and transferring tacit knowledge is critical for the growth ambitions of small knowledge-intensive firms such as management consultancies because their work is often intangible and ambiguous. How this can be done presents a challenge as there are as yet no tools available to help them.This article explains how the use of causal mapping helped the partners of one consultancy firm to surface their tacit knowledge, to uncover what they should try to replicate within the organization to sustain their success, and to refine their raison d&#39;être.Through the mapping process, which is interactive, non-directive, and generates ownership of the outcomes, the partners were encouraged to tap into their ambiguous, tacit knowledge base, which constitutes a large part of their consultancy&#39;s success.The article contributes to our understanding of small business management practice, tacit knowledge and consulting interventions.</span></div><div class="wp-workCard_item wp-workCard--actions"><span class="work-strip-bookmark-button-container"></span><a id="df565da395c79cf8aa726c18d1addc45" class="wp-workCard--action" rel="nofollow" data-click-track="profile-work-strip-download" data-download="{"attachment_id":120647606,"asset_id":126827912,"asset_type":"Work","button_location":"profile"}" href="https://www.academia.edu/attachments/120647606/download_file?s=profile"><span><i class="fa fa-arrow-down"></i></span><span>Download</span></a><span class="wp-workCard--action visible-if-viewed-by-owner inline-block" style="display: none;"><span class="js-profile-work-strip-edit-button-wrapper profile-work-strip-edit-button-wrapper" data-work-id="126827912"><a class="js-profile-work-strip-edit-button" tabindex="0"><span><i class="fa fa-pencil"></i></span><span>Edit</span></a></span></span></div><div class="wp-workCard_item wp-workCard--stats"><span><span><span class="js-view-count view-count u-mr2x" data-work-id="126827912"><i class="fa fa-spinner fa-spin"></i></span><script>$(function () { var workId = 126827912; 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$(this).data('initialized', true); } }); $a.trackClickSource(".js-work-strip-work-link", "profile_work_strip") }); </script> <div class="js-work-strip profile--work_container" data-work-id="126827911"><div class="profile--work_thumbnail hidden-xs"><a class="js-work-strip-work-link" data-click-track="profile-work-strip-thumbnail" href="https://www.academia.edu/126827911/What_are_dynamic_capabilities_and_are_they_a_useful_construct_in_strategic_management"><img alt="Research paper thumbnail of What are dynamic capabilities and are they a useful construct in strategic management?" class="work-thumbnail" src="https://attachments.academia-assets.com/120647608/thumbnails/1.jpg" /></a></div><div class="wp-workCard wp-workCard_itemContainer"><div class="wp-workCard_item wp-workCard--title"><a class="js-work-strip-work-link text-gray-darker" data-click-track="profile-work-strip-title" href="https://www.academia.edu/126827911/What_are_dynamic_capabilities_and_are_they_a_useful_construct_in_strategic_management">What are dynamic capabilities and are they a useful construct in strategic management?</a></div><div class="wp-workCard_item"><span>International Journal of Management Reviews</span><span>, 2009</span></div><div class="wp-workCard_item"><span class="js-work-more-abstract-truncated">The dynamic capability perspective extends the resource‐based view argument by addressing how val...</span><a class="js-work-more-abstract" data-broccoli-component="work_strip.more_abstract" data-click-track="profile-work-strip-more-abstract" href="javascript:;"><span> more </span><span><i class="fa fa-caret-down"></i></span></a><span class="js-work-more-abstract-untruncated hidden">The dynamic capability perspective extends the resource‐based view argument by addressing how valuable, rare, difficult to imitate and imperfectly substitutable resources can be created and how the current stock of valuable resources can be refreshed in changing environments. The concept of dynamic capabilities emerged in the 1990s, and the field has advanced considerably since. This paper presents a review as well as a synthesis of the extant literature. This synthesis first highlights, that dynamic capabilities are shaped by enabling and inhibiting variables within and outside the firm, including the perceptions and motivations of managers; secondly, it identifies processes that create dynamic capabilities; and thirdly, it explains that dynamic capabilities do not automatically lead to performance improvements. Finally, the paper addresses some areas of confusion and contradiction that hamper the development of the literature.</span></div><div class="wp-workCard_item wp-workCard--actions"><span class="work-strip-bookmark-button-container"></span><a id="44ef05be92cf7ee687adc6950593990b" class="wp-workCard--action" rel="nofollow" data-click-track="profile-work-strip-download" data-download="{"attachment_id":120647608,"asset_id":126827911,"asset_type":"Work","button_location":"profile"}" href="https://www.academia.edu/attachments/120647608/download_file?s=profile"><span><i class="fa fa-arrow-down"></i></span><span>Download</span></a><span class="wp-workCard--action visible-if-viewed-by-owner inline-block" style="display: none;"><span class="js-profile-work-strip-edit-button-wrapper profile-work-strip-edit-button-wrapper" data-work-id="126827911"><a class="js-profile-work-strip-edit-button" tabindex="0"><span><i class="fa fa-pencil"></i></span><span>Edit</span></a></span></span></div><div class="wp-workCard_item wp-workCard--stats"><span><span><span class="js-view-count view-count u-mr2x" data-work-id="126827911"><i class="fa fa-spinner fa-spin"></i></span><script>$(function () { var workId = 126827911; 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$(this).data('initialized', true); } }); $a.trackClickSource(".js-work-strip-work-link", "profile_work_strip") }); </script> <div class="js-work-strip profile--work_container" data-work-id="126827910"><div class="profile--work_thumbnail hidden-xs"><a class="js-work-strip-work-link" data-click-track="profile-work-strip-thumbnail" rel="nofollow" href="https://www.academia.edu/126827910/The_moderating_effect_of_organizational_change_cynicism_on_middle_manager_strategy_commitment"><img alt="Research paper thumbnail of The moderating effect of organizational change cynicism on middle manager strategy commitment" class="work-thumbnail" src="https://a.academia-assets.com/images/blank-paper.jpg" /></a></div><div class="wp-workCard wp-workCard_itemContainer"><div class="wp-workCard_item wp-workCard--title"><a class="js-work-strip-work-link text-gray-darker" data-click-track="profile-work-strip-title" rel="nofollow" href="https://www.academia.edu/126827910/The_moderating_effect_of_organizational_change_cynicism_on_middle_manager_strategy_commitment">The moderating effect of organizational change cynicism on middle manager strategy commitment</a></div><div class="wp-workCard_item"><span>The International Journal of Human Resource Management</span><span>, 2013</span></div><div class="wp-workCard_item"><span class="js-work-more-abstract-truncated">This paper focuses on middle managers as key actors in organizational strategizing. Through an em...</span><a class="js-work-more-abstract" data-broccoli-component="work_strip.more_abstract" data-click-track="profile-work-strip-more-abstract" href="javascript:;"><span> more </span><span><i class="fa fa-caret-down"></i></span></a><span class="js-work-more-abstract-untruncated hidden">This paper focuses on middle managers as key actors in organizational strategizing. Through an empirical study we explore some of the barriers to effective implementation of strategic change initiatives. This research is motivated by the recognition that to understand strategizing in organizations we need to appreciate both when it is successful and when it is not, but that we still know little about the latter. To develop better insights into what lies behind the actions of strategists and to present implications for HR managers concerned about increasing the chance of successful change and reducing the prevalence of organizational change cynicism (OCC), we first explore antecedents to middle managers&#x27; strategy commitment. We examine perceptions of the workplace context, including procedural justice and senior management support for the strategy and middle managers&#x27; levels of strategy relevant knowledge, incorporating participation in decision-making and information available for implementation. We then investigate the moderated effect of OCC on middle managers&#x27; strategy commitment. Our study suggests that failure of a new strategy or strategic direction is due to the inability or resistance of individual employees to commit to a strategy and adopt the necessary behaviours to accomplish an organization&#x27;s strategic objective.</span></div><div class="wp-workCard_item wp-workCard--actions"><span class="work-strip-bookmark-button-container"></span><span class="wp-workCard--action visible-if-viewed-by-owner inline-block" style="display: none;"><span class="js-profile-work-strip-edit-button-wrapper profile-work-strip-edit-button-wrapper" data-work-id="126827910"><a class="js-profile-work-strip-edit-button" tabindex="0"><span><i class="fa fa-pencil"></i></span><span>Edit</span></a></span></span></div><div class="wp-workCard_item wp-workCard--stats"><span><span><span class="js-view-count view-count u-mr2x" data-work-id="126827910"><i class="fa fa-spinner fa-spin"></i></span><script>$(function () { var workId = 126827910; window.Academia.workViewCountsFetcher.queue(workId, function (count) { var description = window.$h.commaizeInt(count) + " " + window.$h.pluralize(count, 'View'); 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</script> </div><div class="profile--tab_content_container js-tab-pane tab-pane" data-section-id="20298894" id="papers"><div class="js-work-strip profile--work_container" data-work-id="126827949"><div class="profile--work_thumbnail hidden-xs"><a class="js-work-strip-work-link" data-click-track="profile-work-strip-thumbnail" href="https://www.academia.edu/126827949/A_Critical_Diversity_Framework_to_Better_Educate_Students_About_Strategy_Implementation"><img alt="Research paper thumbnail of A Critical Diversity Framework to Better Educate Students About Strategy Implementation" class="work-thumbnail" src="https://attachments.academia-assets.com/120647630/thumbnails/1.jpg" /></a></div><div class="wp-workCard wp-workCard_itemContainer"><div class="wp-workCard_item wp-workCard--title"><a class="js-work-strip-work-link text-gray-darker" data-click-track="profile-work-strip-title" href="https://www.academia.edu/126827949/A_Critical_Diversity_Framework_to_Better_Educate_Students_About_Strategy_Implementation">A Critical Diversity Framework to Better Educate Students About Strategy Implementation</a></div><div class="wp-workCard_item"><span>Academy of Management Learning &amp; Education</span><span>, 2018</span></div><div class="wp-workCard_item"><span class="js-work-more-abstract-truncated">This paper presents a conceptual framework for strategic management instructors to enhance teachi...</span><a class="js-work-more-abstract" data-broccoli-component="work_strip.more_abstract" data-click-track="profile-work-strip-more-abstract" href="javascript:;"><span> more </span><span><i class="fa fa-caret-down"></i></span></a><span class="js-work-more-abstract-untruncated hidden">This paper presents a conceptual framework for strategic management instructors to enhance teaching of strategy implementation. Strategy textbooks are valuable in teaching certain aspects of implementation like organisational structure. Much less attention is paid, however, to preparing students for the micro-level challenges and ambiguities of the tricky final stage of putting strategic plans into practice: the action and interaction of individuals when collaborating with and coordinating others. This paper explains how strategy instructors can use 'critical diversity' as a threshold concept to enhance students' understanding and empathy for the microlevel complexity of strategy implementation and thereby develop students' capacities to enact strategies successfully. Critical diversity is an umbrella term for studies of the contentious effects of strategic managerial approaches to workplace diversity. It relates to concerns with the social categories used in such approaches, the politics of diversity in the workplace and the emotion this engenders. These three areas of complexity, which we label boundary, political, and emotion complexity, comprise our conceptual framework and can be adapted to address implementation issues in the classroom. To put this framework into practice, we suggest learning outcomes and activities for advanced undergraduates and postgraduates, and implications for instructors and strategic management textbook authors.</span></div><div class="wp-workCard_item wp-workCard--actions"><span class="work-strip-bookmark-button-container"></span><a id="b64cfb5e4cdcb2794b5686754d16f715" class="wp-workCard--action" rel="nofollow" data-click-track="profile-work-strip-download" data-download="{"attachment_id":120647630,"asset_id":126827949,"asset_type":"Work","button_location":"profile"}" href="https://www.academia.edu/attachments/120647630/download_file?s=profile"><span><i class="fa fa-arrow-down"></i></span><span>Download</span></a><span class="wp-workCard--action visible-if-viewed-by-owner inline-block" style="display: none;"><span class="js-profile-work-strip-edit-button-wrapper profile-work-strip-edit-button-wrapper" data-work-id="126827949"><a class="js-profile-work-strip-edit-button" tabindex="0"><span><i class="fa fa-pencil"></i></span><span>Edit</span></a></span></span></div><div class="wp-workCard_item wp-workCard--stats"><span><span><span class="js-view-count view-count u-mr2x" data-work-id="126827949"><i class="fa fa-spinner fa-spin"></i></span><script>$(function () { var workId = 126827949; 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$(this).data('initialized', true); } }); $a.trackClickSource(".js-work-strip-work-link", "profile_work_strip") }); </script> <div class="js-work-strip profile--work_container" data-work-id="126827948"><div class="profile--work_thumbnail hidden-xs"><a class="js-work-strip-work-link" data-click-track="profile-work-strip-thumbnail" rel="nofollow" href="https://www.academia.edu/126827948/Business_Strategies_for_Ecological_Sustainability_towards_A_New_Conceptualisation"><img alt="Research paper thumbnail of Business Strategies for Ecological Sustainability: towards A New Conceptualisation" class="work-thumbnail" src="https://a.academia-assets.com/images/blank-paper.jpg" /></a></div><div class="wp-workCard wp-workCard_itemContainer"><div class="wp-workCard_item wp-workCard--title"><a class="js-work-strip-work-link text-gray-darker" data-click-track="profile-work-strip-title" rel="nofollow" href="https://www.academia.edu/126827948/Business_Strategies_for_Ecological_Sustainability_towards_A_New_Conceptualisation">Business Strategies for Ecological Sustainability: towards A New Conceptualisation</a></div><div class="wp-workCard_item"><span>Academy of Management Proceedings</span><span>, 2012</span></div><div class="wp-workCard_item"><span class="js-work-more-abstract-truncated">This paper builds theory at the intersection between the strategic management and ecological sust...</span><a class="js-work-more-abstract" data-broccoli-component="work_strip.more_abstract" data-click-track="profile-work-strip-more-abstract" href="javascript:;"><span> more </span><span><i class="fa fa-caret-down"></i></span></a><span class="js-work-more-abstract-untruncated hidden">This paper builds theory at the intersection between the strategic management and ecological sustainability literatures. We extend the strategies for sustainability literature showing how IO based explanations of strategies, the resource-based and the dynamic capability-based views allow us to develop a better understanding of the strategies businesses may follow depending on their managers’ assumptions about ecological sustainability. In particular, we extend the dynamic capabilities literature by proposing the ‘natural’ dynamic capabilities framework. We suggest that the sensing, seizing and maintaining competitiveness framework should operate, not within the boundaries of the business ecosystem, but from within those of the global biophysical ecosystem. We also emphasise the importance for this framework of managerial core beliefs about ecological sustainability. This paper offers new insights into the dynamic capabilities literature and outlines opportunities for managers and academics to identify, ca...</span></div><div class="wp-workCard_item wp-workCard--actions"><span class="work-strip-bookmark-button-container"></span><span class="wp-workCard--action visible-if-viewed-by-owner inline-block" style="display: none;"><span class="js-profile-work-strip-edit-button-wrapper profile-work-strip-edit-button-wrapper" data-work-id="126827948"><a class="js-profile-work-strip-edit-button" tabindex="0"><span><i class="fa fa-pencil"></i></span><span>Edit</span></a></span></span></div><div class="wp-workCard_item wp-workCard--stats"><span><span><span class="js-view-count view-count u-mr2x" data-work-id="126827948"><i class="fa fa-spinner fa-spin"></i></span><script>$(function () { var workId = 126827948; window.Academia.workViewCountsFetcher.queue(workId, function (count) { var description = window.$h.commaizeInt(count) + " " + window.$h.pluralize(count, 'View'); $(".js-view-count[data-work-id=126827948]").text(description); $(".js-view-count[data-work-id=126827948]").attr('title', description).tooltip(); }); });</script></span></span><span><span class="percentile-widget hidden"><span class="u-mr2x work-percentile"></span></span><script>$(function () { var workId = 126827948; window.Academia.workPercentilesFetcher.queue(workId, function (percentileText) { var container = $(".js-work-strip[data-work-id='126827948']"); container.find('.work-percentile').text(percentileText.charAt(0).toUpperCase() + percentileText.slice(1)); container.find('.percentile-widget').show(); container.find('.percentile-widget').removeClass('hidden'); }); });</script></span></div><div id="work-strip-premium-row-container"></div></div></div><script> require.config({ waitSeconds: 90 })(["https://a.academia-assets.com/assets/wow_profile-a9bf3a2bc8c89fa2a77156577594264ee8a0f214d74241bc0fcd3f69f8d107ac.js","https://a.academia-assets.com/assets/work_edit-ad038b8c047c1a8d4fa01b402d530ff93c45fee2137a149a4a5398bc8ad67560.js"], function() { // from javascript_helper.rb var dispatcherData = {} if (false){ window.WowProfile.dispatcher = window.WowProfile.dispatcher || _.clone(Backbone.Events); dispatcherData = { dispatcher: window.WowProfile.dispatcher, downloadLinkId: "-1" } } $('.js-work-strip[data-work-id=126827948]').each(function() { if (!$(this).data('initialized')) { new WowProfile.WorkStripView({ el: this, workJSON: {"id":126827948,"title":"Business Strategies for Ecological Sustainability: towards A New Conceptualisation","internal_url":"https://www.academia.edu/126827948/Business_Strategies_for_Ecological_Sustainability_towards_A_New_Conceptualisation","owner_id":325706185,"coauthors_can_edit":true,"owner":{"id":325706185,"first_name":"Veronique","middle_initials":null,"last_name":"Ambrosini","page_name":"VeroniqueAmbrosini","domain_name":"independent","created_at":"2024-09-24T20:55:04.234-07:00","display_name":"Veronique Ambrosini","url":"https://independent.academia.edu/VeroniqueAmbrosini"},"attachments":[]}, dispatcherData: dispatcherData }); $(this).data('initialized', true); } }); $a.trackClickSource(".js-work-strip-work-link", "profile_work_strip") }); </script> <div class="js-work-strip profile--work_container" data-work-id="126827947"><div class="profile--work_thumbnail hidden-xs"><a class="js-work-strip-work-link" data-click-track="profile-work-strip-thumbnail" rel="nofollow" href="https://www.academia.edu/126827947/Exploring_Techniques_of_Analysis_and_Evaluation_in_Strategic_Management"><img alt="Research paper thumbnail of Exploring Techniques of Analysis and Evaluation in Strategic Management" class="work-thumbnail" src="https://a.academia-assets.com/images/blank-paper.jpg" /></a></div><div class="wp-workCard wp-workCard_itemContainer"><div class="wp-workCard_item wp-workCard--title"><a class="js-work-strip-work-link text-gray-darker" data-click-track="profile-work-strip-title" rel="nofollow" href="https://www.academia.edu/126827947/Exploring_Techniques_of_Analysis_and_Evaluation_in_Strategic_Management">Exploring Techniques of Analysis and Evaluation in Strategic Management</a></div><div class="wp-workCard_item"><span class="js-work-more-abstract-truncated">1. The Business Environment. 2. Acquiring Strategic Data. 3. Understanding and Producing Scenario...</span><a class="js-work-more-abstract" data-broccoli-component="work_strip.more_abstract" data-click-track="profile-work-strip-more-abstract" href="javascript:;"><span> more </span><span><i class="fa fa-caret-down"></i></span></a><span class="js-work-more-abstract-untruncated hidden">1. The Business Environment. 2. Acquiring Strategic Data. 3. Understanding and Producing Scenario Planning. 4. Analysing Competitors. 5. Strengths, Weaknesses and Opportunities and Threats Analysis. 6. Organisational Resources and Capabilities. 7. Getting to Know Your Organisation&#39;s Core Competences. 8. Understanding and Using Value Chain Analysis. 9. Strategic Financial Accounting for Analysing Performance and Resources. 10. Comparative Analysis: Benchmarking. 11. Organisational Culture and Stakeholders, Culture Web. 12. Stakeholders Analysis. 13. Corporate Responsibility Audit. 14. Evaluation and Choosing Strategic Options. 15. Portfolio Analysis. 16. Gap Analysis. 17. Assessing Risk and Using Sensitivity and Risk Analysis. 18. Cost/Benefit Analysis. 19. Understanding and Using Shareholder Value Analysis. 20. Implemention Methods. 21. Business Process Re-Engineering. 22. Performance Measurement. 23. Techniques for Internal Markets.</span></div><div class="wp-workCard_item wp-workCard--actions"><span class="work-strip-bookmark-button-container"></span><span class="wp-workCard--action visible-if-viewed-by-owner inline-block" style="display: none;"><span class="js-profile-work-strip-edit-button-wrapper profile-work-strip-edit-button-wrapper" data-work-id="126827947"><a class="js-profile-work-strip-edit-button" tabindex="0"><span><i class="fa fa-pencil"></i></span><span>Edit</span></a></span></span></div><div class="wp-workCard_item wp-workCard--stats"><span><span><span class="js-view-count view-count u-mr2x" data-work-id="126827947"><i class="fa fa-spinner fa-spin"></i></span><script>$(function () { var workId = 126827947; window.Academia.workViewCountsFetcher.queue(workId, function (count) { var description = window.$h.commaizeInt(count) + " " + window.$h.pluralize(count, 'View'); $(".js-view-count[data-work-id=126827947]").text(description); $(".js-view-count[data-work-id=126827947]").attr('title', description).tooltip(); }); });</script></span></span><span><span class="percentile-widget hidden"><span class="u-mr2x work-percentile"></span></span><script>$(function () { var workId = 126827947; window.Academia.workPercentilesFetcher.queue(workId, function (percentileText) { var container = $(".js-work-strip[data-work-id='126827947']"); container.find('.work-percentile').text(percentileText.charAt(0).toUpperCase() + percentileText.slice(1)); container.find('.percentile-widget').show(); container.find('.percentile-widget').removeClass('hidden'); }); });</script></span></div><div id="work-strip-premium-row-container"></div></div></div><script> require.config({ waitSeconds: 90 })(["https://a.academia-assets.com/assets/wow_profile-a9bf3a2bc8c89fa2a77156577594264ee8a0f214d74241bc0fcd3f69f8d107ac.js","https://a.academia-assets.com/assets/work_edit-ad038b8c047c1a8d4fa01b402d530ff93c45fee2137a149a4a5398bc8ad67560.js"], function() { // from javascript_helper.rb var dispatcherData = {} if (false){ window.WowProfile.dispatcher = window.WowProfile.dispatcher || _.clone(Backbone.Events); dispatcherData = { dispatcher: window.WowProfile.dispatcher, downloadLinkId: "-1" } } $('.js-work-strip[data-work-id=126827947]').each(function() { if (!$(this).data('initialized')) { new WowProfile.WorkStripView({ el: this, workJSON: {"id":126827947,"title":"Exploring Techniques of Analysis and Evaluation in Strategic Management","internal_url":"https://www.academia.edu/126827947/Exploring_Techniques_of_Analysis_and_Evaluation_in_Strategic_Management","owner_id":325706185,"coauthors_can_edit":true,"owner":{"id":325706185,"first_name":"Veronique","middle_initials":null,"last_name":"Ambrosini","page_name":"VeroniqueAmbrosini","domain_name":"independent","created_at":"2024-09-24T20:55:04.234-07:00","display_name":"Veronique Ambrosini","url":"https://independent.academia.edu/VeroniqueAmbrosini"},"attachments":[]}, dispatcherData: dispatcherData }); $(this).data('initialized', true); } }); $a.trackClickSource(".js-work-strip-work-link", "profile_work_strip") }); </script> <div class="js-work-strip profile--work_container" data-work-id="126827926"><div class="profile--work_thumbnail hidden-xs"><a class="js-work-strip-work-link" data-click-track="profile-work-strip-thumbnail" rel="nofollow" href="https://www.academia.edu/126827926/An_Interpretive_Study_of_Senior_Managers_Conceptions_of_Project_Portfolio_Management_Work"><img alt="Research paper thumbnail of An Interpretive Study of Senior Managers’ Conceptions of Project Portfolio Management Work" class="work-thumbnail" src="https://a.academia-assets.com/images/blank-paper.jpg" /></a></div><div class="wp-workCard wp-workCard_itemContainer"><div class="wp-workCard_item wp-workCard--title"><a class="js-work-strip-work-link text-gray-darker" data-click-track="profile-work-strip-title" rel="nofollow" href="https://www.academia.edu/126827926/An_Interpretive_Study_of_Senior_Managers_Conceptions_of_Project_Portfolio_Management_Work">An Interpretive Study of Senior Managers’ Conceptions of Project Portfolio Management Work</a></div><div class="wp-workCard_item"><span>Academy of Management Proceedings</span></div><div class="wp-workCard_item"><span class="js-work-more-abstract-truncated">Project Portfolio Management (PPM) is a discipline that is central to strategy implementation. Ve...</span><a class="js-work-more-abstract" data-broccoli-component="work_strip.more_abstract" data-click-track="profile-work-strip-more-abstract" href="javascript:;"><span> more </span><span><i class="fa fa-caret-down"></i></span></a><span class="js-work-more-abstract-untruncated hidden">Project Portfolio Management (PPM) is a discipline that is central to strategy implementation. Very few empirical studies provide us with accounts of the key activities involved in PPM. Specifically, we need to develop better insights into the work that senior managers perform in PPM and into their competences (Jonas, 2010). Current rationalistic approaches to the study of competence are limited because of their rational, dualistic ontology, according to which, competence would be described as comprised of two separate components, &#39;a list of attributes possessed by the worker externally related to a list of work attributes&#39; (Sandberg, 1994: 16). This thesis applies the interpretive research approach known as phenomenography to overcome this limitation. Phenomenography suggests that &#39;the meaning work takes on for workers in their experience of it, rather than a specific set of attributes, constitutes competence&#39; (Sandberg, 2000: 9). Hence we need to understand how senior managers conceive of their work in PPM. Analysis of the interviews with 32 senior managers and executives revealed four different conceptions of PPM work (Management and delivery of project pipeline Management and delivery of strategic investment categories Optimisation of project portfolio and Development of PPM strategic capability), each with multiple attributes (such as Strategic Acumen and Impact and Influence). The conclusions confirm the existence of a hierarchy of conceptions in PPM work of increasing complexity, richness and inclusiveness. This research makes a contribution to the competence and PPM literatures by providing an interpretive understanding of what constitutes senior managers&#39; competence in PPM. By researching what senior managers understand as PPM work, this study also contributes to our understanding of what senior managers do during the PPM process. As such, it also contributes to the Strategy as Practice literature as it provides an account of some of the micro activities involved in PPM.</span></div><div class="wp-workCard_item wp-workCard--actions"><span class="work-strip-bookmark-button-container"></span><span class="wp-workCard--action visible-if-viewed-by-owner inline-block" style="display: none;"><span class="js-profile-work-strip-edit-button-wrapper profile-work-strip-edit-button-wrapper" data-work-id="126827926"><a class="js-profile-work-strip-edit-button" tabindex="0"><span><i class="fa fa-pencil"></i></span><span>Edit</span></a></span></span></div><div class="wp-workCard_item wp-workCard--stats"><span><span><span class="js-view-count view-count u-mr2x" data-work-id="126827926"><i class="fa fa-spinner fa-spin"></i></span><script>$(function () { var workId = 126827926; window.Academia.workViewCountsFetcher.queue(workId, function (count) { var description = window.$h.commaizeInt(count) + " " + window.$h.pluralize(count, 'View'); $(".js-view-count[data-work-id=126827926]").text(description); $(".js-view-count[data-work-id=126827926]").attr('title', description).tooltip(); }); });</script></span></span><span><span class="percentile-widget hidden"><span class="u-mr2x work-percentile"></span></span><script>$(function () { var workId = 126827926; window.Academia.workPercentilesFetcher.queue(workId, function (percentileText) { var container = $(".js-work-strip[data-work-id='126827926']"); container.find('.work-percentile').text(percentileText.charAt(0).toUpperCase() + percentileText.slice(1)); container.find('.percentile-widget').show(); container.find('.percentile-widget').removeClass('hidden'); }); });</script></span></div><div id="work-strip-premium-row-container"></div></div></div><script> require.config({ waitSeconds: 90 })(["https://a.academia-assets.com/assets/wow_profile-a9bf3a2bc8c89fa2a77156577594264ee8a0f214d74241bc0fcd3f69f8d107ac.js","https://a.academia-assets.com/assets/work_edit-ad038b8c047c1a8d4fa01b402d530ff93c45fee2137a149a4a5398bc8ad67560.js"], function() { // from javascript_helper.rb var dispatcherData = {} if (false){ window.WowProfile.dispatcher = window.WowProfile.dispatcher || _.clone(Backbone.Events); dispatcherData = { dispatcher: window.WowProfile.dispatcher, downloadLinkId: "-1" } } $('.js-work-strip[data-work-id=126827926]').each(function() { if (!$(this).data('initialized')) { new WowProfile.WorkStripView({ el: this, workJSON: {"id":126827926,"title":"An Interpretive Study of Senior Managers’ Conceptions of Project Portfolio Management Work","internal_url":"https://www.academia.edu/126827926/An_Interpretive_Study_of_Senior_Managers_Conceptions_of_Project_Portfolio_Management_Work","owner_id":325706185,"coauthors_can_edit":true,"owner":{"id":325706185,"first_name":"Veronique","middle_initials":null,"last_name":"Ambrosini","page_name":"VeroniqueAmbrosini","domain_name":"independent","created_at":"2024-09-24T20:55:04.234-07:00","display_name":"Veronique Ambrosini","url":"https://independent.academia.edu/VeroniqueAmbrosini"},"attachments":[]}, dispatcherData: dispatcherData }); $(this).data('initialized', true); } }); $a.trackClickSource(".js-work-strip-work-link", "profile_work_strip") }); </script> <div class="js-work-strip profile--work_container" data-work-id="126827925"><div class="profile--work_thumbnail hidden-xs"><a class="js-work-strip-work-link" data-click-track="profile-work-strip-thumbnail" rel="nofollow" href="https://www.academia.edu/126827925/The_Future_Role_of_the_Business_School_A_Value_Cocreation_Perspective"><img alt="Research paper thumbnail of The Future Role of the Business School: A Value Cocreation Perspective" class="work-thumbnail" src="https://a.academia-assets.com/images/blank-paper.jpg" /></a></div><div class="wp-workCard wp-workCard_itemContainer"><div class="wp-workCard_item wp-workCard--title"><a class="js-work-strip-work-link text-gray-darker" data-click-track="profile-work-strip-title" rel="nofollow" href="https://www.academia.edu/126827925/The_Future_Role_of_the_Business_School_A_Value_Cocreation_Perspective">The Future Role of the Business School: A Value Cocreation Perspective</a></div><div class="wp-workCard_item"><span>Academy of Management Learning &amp; Education</span><span>, 2020</span></div><div class="wp-workCard_item"><span class="js-work-more-abstract-truncated">Exploring value co-creation resonates with the ongoing debate concerning how business schools cre...</span><a class="js-work-more-abstract" data-broccoli-component="work_strip.more_abstract" data-click-track="profile-work-strip-more-abstract" href="javascript:;"><span> more </span><span><i class="fa fa-caret-down"></i></span></a><span class="js-work-more-abstract-untruncated hidden">Exploring value co-creation resonates with the ongoing debate concerning how business schools create value for their stakeholders. We suggest that the service-dominant logic (SDL) allows us to shed...</span></div><div class="wp-workCard_item wp-workCard--actions"><span class="work-strip-bookmark-button-container"></span><span class="wp-workCard--action visible-if-viewed-by-owner inline-block" style="display: none;"><span class="js-profile-work-strip-edit-button-wrapper profile-work-strip-edit-button-wrapper" data-work-id="126827925"><a class="js-profile-work-strip-edit-button" tabindex="0"><span><i class="fa fa-pencil"></i></span><span>Edit</span></a></span></span></div><div class="wp-workCard_item wp-workCard--stats"><span><span><span class="js-view-count view-count u-mr2x" data-work-id="126827925"><i class="fa fa-spinner fa-spin"></i></span><script>$(function () { var workId = 126827925; window.Academia.workViewCountsFetcher.queue(workId, function (count) { var description = window.$h.commaizeInt(count) + " " + window.$h.pluralize(count, 'View'); $(".js-view-count[data-work-id=126827925]").text(description); $(".js-view-count[data-work-id=126827925]").attr('title', description).tooltip(); }); });</script></span></span><span><span class="percentile-widget hidden"><span class="u-mr2x work-percentile"></span></span><script>$(function () { var workId = 126827925; window.Academia.workPercentilesFetcher.queue(workId, function (percentileText) { var container = $(".js-work-strip[data-work-id='126827925']"); container.find('.work-percentile').text(percentileText.charAt(0).toUpperCase() + percentileText.slice(1)); container.find('.percentile-widget').show(); container.find('.percentile-widget').removeClass('hidden'); }); });</script></span></div><div id="work-strip-premium-row-container"></div></div></div><script> require.config({ waitSeconds: 90 })(["https://a.academia-assets.com/assets/wow_profile-a9bf3a2bc8c89fa2a77156577594264ee8a0f214d74241bc0fcd3f69f8d107ac.js","https://a.academia-assets.com/assets/work_edit-ad038b8c047c1a8d4fa01b402d530ff93c45fee2137a149a4a5398bc8ad67560.js"], function() { // from javascript_helper.rb var dispatcherData = {} if (false){ window.WowProfile.dispatcher = window.WowProfile.dispatcher || _.clone(Backbone.Events); dispatcherData = { dispatcher: window.WowProfile.dispatcher, downloadLinkId: "-1" } } $('.js-work-strip[data-work-id=126827925]').each(function() { if (!$(this).data('initialized')) { new WowProfile.WorkStripView({ el: this, workJSON: {"id":126827925,"title":"The Future Role of the Business School: A Value Cocreation Perspective","internal_url":"https://www.academia.edu/126827925/The_Future_Role_of_the_Business_School_A_Value_Cocreation_Perspective","owner_id":325706185,"coauthors_can_edit":true,"owner":{"id":325706185,"first_name":"Veronique","middle_initials":null,"last_name":"Ambrosini","page_name":"VeroniqueAmbrosini","domain_name":"independent","created_at":"2024-09-24T20:55:04.234-07:00","display_name":"Veronique Ambrosini","url":"https://independent.academia.edu/VeroniqueAmbrosini"},"attachments":[]}, dispatcherData: dispatcherData }); $(this).data('initialized', true); } }); $a.trackClickSource(".js-work-strip-work-link", "profile_work_strip") }); </script> <div class="js-work-strip profile--work_container" data-work-id="126827924"><div class="profile--work_thumbnail hidden-xs"><a class="js-work-strip-work-link" data-click-track="profile-work-strip-thumbnail" href="https://www.academia.edu/126827924/Toward_A_Non_Essentialist_Approach_to_Management_Education_Philosophical_Underpinnings_From_Phenomenography"><img alt="Research paper thumbnail of Toward A Non-Essentialist Approach to Management Education: Philosophical Underpinnings From Phenomenography" class="work-thumbnail" src="https://attachments.academia-assets.com/120647611/thumbnails/1.jpg" /></a></div><div class="wp-workCard wp-workCard_itemContainer"><div class="wp-workCard_item wp-workCard--title"><a class="js-work-strip-work-link text-gray-darker" data-click-track="profile-work-strip-title" href="https://www.academia.edu/126827924/Toward_A_Non_Essentialist_Approach_to_Management_Education_Philosophical_Underpinnings_From_Phenomenography">Toward A Non-Essentialist Approach to Management Education: Philosophical Underpinnings From Phenomenography</a></div><div class="wp-workCard_item"><span>Academy of Management Learning &amp; Education</span><span>, 2019</span></div><div class="wp-workCard_item"><span class="js-work-more-abstract-truncated">The classic approach to management education is manager-centric and assumes there is an essential...</span><a class="js-work-more-abstract" data-broccoli-component="work_strip.more_abstract" data-click-track="profile-work-strip-more-abstract" href="javascript:;"><span> more </span><span><i class="fa fa-caret-down"></i></span></a><span class="js-work-more-abstract-untruncated hidden">The classic approach to management education is manager-centric and assumes there is an essential nature to management. Drawing on ideas from interpretivist epistemologies, the social construction of leadership, phenomenography, and variation theory, we discuss the implications for management education of taking a non-essentialist approach and regarding the nature of management as unknown and unknowable. We focus on phenomenography for two reasons. First, when applied to the task of defining management, it is built on interpretivist roots where the knowledge and understanding of the observer is paramount. Second, it is also a theory of learning with direct application to management research and teaching. Building on these insights, we highlight the importance of students becoming active investigators of management and we offer practical teaching implications on how students might be encouraged to engage in experiences that identify variations in the ways that management is conceptualized and performed. We also consider how such an approach brings a fresh perspective on what management education is about, the role of the educator, and how it informs the ongoing debates relating to the institutional pressures that business schools face.</span></div><div class="wp-workCard_item wp-workCard--actions"><span class="work-strip-bookmark-button-container"></span><a id="a26c022c84c93e9c79bdbd94a0ee1d5f" class="wp-workCard--action" rel="nofollow" data-click-track="profile-work-strip-download" data-download="{"attachment_id":120647611,"asset_id":126827924,"asset_type":"Work","button_location":"profile"}" href="https://www.academia.edu/attachments/120647611/download_file?s=profile"><span><i class="fa fa-arrow-down"></i></span><span>Download</span></a><span class="wp-workCard--action visible-if-viewed-by-owner inline-block" style="display: none;"><span class="js-profile-work-strip-edit-button-wrapper profile-work-strip-edit-button-wrapper" data-work-id="126827924"><a class="js-profile-work-strip-edit-button" tabindex="0"><span><i class="fa fa-pencil"></i></span><span>Edit</span></a></span></span></div><div class="wp-workCard_item wp-workCard--stats"><span><span><span class="js-view-count view-count u-mr2x" data-work-id="126827924"><i class="fa fa-spinner fa-spin"></i></span><script>$(function () { var workId = 126827924; window.Academia.workViewCountsFetcher.queue(workId, function (count) { var description = window.$h.commaizeInt(count) + " " + window.$h.pluralize(count, 'View'); $(".js-view-count[data-work-id=126827924]").text(description); $(".js-view-count[data-work-id=126827924]").attr('title', description).tooltip(); }); });</script></span></span><span><span class="percentile-widget hidden"><span class="u-mr2x work-percentile"></span></span><script>$(function () { var workId = 126827924; window.Academia.workPercentilesFetcher.queue(workId, function (percentileText) { var container = $(".js-work-strip[data-work-id='126827924']"); container.find('.work-percentile').text(percentileText.charAt(0).toUpperCase() + percentileText.slice(1)); container.find('.percentile-widget').show(); container.find('.percentile-widget').removeClass('hidden'); }); });</script></span></div><div id="work-strip-premium-row-container"></div></div></div><script> require.config({ waitSeconds: 90 })(["https://a.academia-assets.com/assets/wow_profile-a9bf3a2bc8c89fa2a77156577594264ee8a0f214d74241bc0fcd3f69f8d107ac.js","https://a.academia-assets.com/assets/work_edit-ad038b8c047c1a8d4fa01b402d530ff93c45fee2137a149a4a5398bc8ad67560.js"], function() { // from javascript_helper.rb var dispatcherData = {} if (true){ window.WowProfile.dispatcher = window.WowProfile.dispatcher || _.clone(Backbone.Events); 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$(this).data('initialized', true); } }); $a.trackClickSource(".js-work-strip-work-link", "profile_work_strip") }); </script> <div class="js-work-strip profile--work_container" data-work-id="126827923"><div class="profile--work_thumbnail hidden-xs"><a class="js-work-strip-work-link" data-click-track="profile-work-strip-thumbnail" rel="nofollow" href="https://www.academia.edu/126827923/A_middle_manager_perspective_on_strategy_formulation_and_implementation_effectiveness"><img alt="Research paper thumbnail of A middle manager perspective on strategy formulation and implementation effectiveness" class="work-thumbnail" src="https://a.academia-assets.com/images/blank-paper.jpg" /></a></div><div class="wp-workCard wp-workCard_itemContainer"><div class="wp-workCard_item wp-workCard--title"><a class="js-work-strip-work-link text-gray-darker" data-click-track="profile-work-strip-title" rel="nofollow" href="https://www.academia.edu/126827923/A_middle_manager_perspective_on_strategy_formulation_and_implementation_effectiveness">A middle manager perspective on strategy formulation and implementation effectiveness</a></div><div class="wp-workCard_item"><span>Academy of Management Proceedings</span><span>, 2012</span></div><div class="wp-workCard_item"><span class="js-work-more-abstract-truncated">In this paper we explore some of the organizational contextual variables (senior management suppo...</span><a class="js-work-more-abstract" data-broccoli-component="work_strip.more_abstract" data-click-track="profile-work-strip-more-abstract" href="javascript:;"><span> more </span><span><i class="fa fa-caret-down"></i></span></a><span class="js-work-more-abstract-untruncated hidden">In this paper we explore some of the organizational contextual variables (senior management support, participation, information availability, control and reward mechanisms) which influence strategy...</span></div><div class="wp-workCard_item wp-workCard--actions"><span class="work-strip-bookmark-button-container"></span><span class="wp-workCard--action visible-if-viewed-by-owner inline-block" style="display: none;"><span class="js-profile-work-strip-edit-button-wrapper profile-work-strip-edit-button-wrapper" data-work-id="126827923"><a class="js-profile-work-strip-edit-button" tabindex="0"><span><i class="fa fa-pencil"></i></span><span>Edit</span></a></span></span></div><div class="wp-workCard_item wp-workCard--stats"><span><span><span class="js-view-count view-count u-mr2x" data-work-id="126827923"><i class="fa fa-spinner fa-spin"></i></span><script>$(function () { var workId = 126827923; window.Academia.workViewCountsFetcher.queue(workId, function (count) { var description = window.$h.commaizeInt(count) + " " + window.$h.pluralize(count, 'View'); $(".js-view-count[data-work-id=126827923]").text(description); $(".js-view-count[data-work-id=126827923]").attr('title', description).tooltip(); }); });</script></span></span><span><span class="percentile-widget hidden"><span class="u-mr2x work-percentile"></span></span><script>$(function () { var workId = 126827923; window.Academia.workPercentilesFetcher.queue(workId, function (percentileText) { var container = $(".js-work-strip[data-work-id='126827923']"); container.find('.work-percentile').text(percentileText.charAt(0).toUpperCase() + percentileText.slice(1)); container.find('.percentile-widget').show(); container.find('.percentile-widget').removeClass('hidden'); }); });</script></span></div><div id="work-strip-premium-row-container"></div></div></div><script> require.config({ waitSeconds: 90 })(["https://a.academia-assets.com/assets/wow_profile-a9bf3a2bc8c89fa2a77156577594264ee8a0f214d74241bc0fcd3f69f8d107ac.js","https://a.academia-assets.com/assets/work_edit-ad038b8c047c1a8d4fa01b402d530ff93c45fee2137a149a4a5398bc8ad67560.js"], function() { // from javascript_helper.rb var dispatcherData = {} if (false){ window.WowProfile.dispatcher = window.WowProfile.dispatcher || _.clone(Backbone.Events); 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</script> <div class="js-work-strip profile--work_container" data-work-id="126827922"><div class="profile--work_thumbnail hidden-xs"><a class="js-work-strip-work-link" data-click-track="profile-work-strip-thumbnail" rel="nofollow" href="https://www.academia.edu/126827922/Social_dynamics_in_strategizing_Linking_micro_phenomena_to_strategy_performance"><img alt="Research paper thumbnail of Social dynamics in strategizing: Linking micro phenomena to strategy performance" class="work-thumbnail" src="https://a.academia-assets.com/images/blank-paper.jpg" /></a></div><div class="wp-workCard wp-workCard_itemContainer"><div class="wp-workCard_item wp-workCard--title"><a class="js-work-strip-work-link text-gray-darker" data-click-track="profile-work-strip-title" rel="nofollow" href="https://www.academia.edu/126827922/Social_dynamics_in_strategizing_Linking_micro_phenomena_to_strategy_performance">Social dynamics in strategizing: Linking micro phenomena to strategy performance</a></div><div class="wp-workCard_item"><span>Academy of Management Proceedings</span><span>, 2014</span></div><div class="wp-workCard_item"><span class="js-work-more-abstract-truncated">In this paper we report on an empirical study of middle managers as strategic actors in product-m...</span><a class="js-work-more-abstract" data-broccoli-component="work_strip.more_abstract" data-click-track="profile-work-strip-more-abstract" href="javascript:;"><span> more </span><span><i class="fa fa-caret-down"></i></span></a><span class="js-work-more-abstract-untruncated hidden">In this paper we report on an empirical study of middle managers as strategic actors in product-market strategizing. Taking a Strategy as Practice (SaP) lens, we focus on the social dynamics within the work environment conducive to the continuous practices and processes through which strategy is conceived, maintained, renewed and executed. We show and explain that procedural justice perceptions and participation in strategy making are two social processes that provide insights into encouraging middle managers’ organizational citizenship behaviour (OCB) and we explore the mediating role of reward mechanisms in shaping middle manager practice with implications for strategy performance. The paper addresses calls within the SaP literature for greater awareness of the need for appropriate organizational configurations to support strategy. As such the study emphasizes the importance of an assessment of micro-level activities and their consequence for organizational outcomes.</span></div><div class="wp-workCard_item wp-workCard--actions"><span class="work-strip-bookmark-button-container"></span><span class="wp-workCard--action visible-if-viewed-by-owner inline-block" style="display: none;"><span class="js-profile-work-strip-edit-button-wrapper profile-work-strip-edit-button-wrapper" data-work-id="126827922"><a class="js-profile-work-strip-edit-button" tabindex="0"><span><i class="fa fa-pencil"></i></span><span>Edit</span></a></span></span></div><div class="wp-workCard_item wp-workCard--stats"><span><span><span class="js-view-count view-count u-mr2x" data-work-id="126827922"><i class="fa fa-spinner fa-spin"></i></span><script>$(function () { var workId = 126827922; window.Academia.workViewCountsFetcher.queue(workId, function (count) { var description = window.$h.commaizeInt(count) + " " + window.$h.pluralize(count, 'View'); $(".js-view-count[data-work-id=126827922]").text(description); $(".js-view-count[data-work-id=126827922]").attr('title', description).tooltip(); }); });</script></span></span><span><span class="percentile-widget hidden"><span class="u-mr2x work-percentile"></span></span><script>$(function () { var workId = 126827922; window.Academia.workPercentilesFetcher.queue(workId, function (percentileText) { var container = $(".js-work-strip[data-work-id='126827922']"); container.find('.work-percentile').text(percentileText.charAt(0).toUpperCase() + percentileText.slice(1)); container.find('.percentile-widget').show(); container.find('.percentile-widget').removeClass('hidden'); }); });</script></span></div><div id="work-strip-premium-row-container"></div></div></div><script> require.config({ waitSeconds: 90 })(["https://a.academia-assets.com/assets/wow_profile-a9bf3a2bc8c89fa2a77156577594264ee8a0f214d74241bc0fcd3f69f8d107ac.js","https://a.academia-assets.com/assets/work_edit-ad038b8c047c1a8d4fa01b402d530ff93c45fee2137a149a4a5398bc8ad67560.js"], function() { // from javascript_helper.rb var dispatcherData = {} if (false){ window.WowProfile.dispatcher = window.WowProfile.dispatcher || _.clone(Backbone.Events); 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window.Academia.workViewCountsFetcher.queue(workId, function (count) { var description = window.$h.commaizeInt(count) + " " + window.$h.pluralize(count, 'View'); $(".js-view-count[data-work-id=126827921]").text(description); $(".js-view-count[data-work-id=126827921]").attr('title', description).tooltip(); }); });</script></span></span><span><span class="percentile-widget hidden"><span class="u-mr2x work-percentile"></span></span><script>$(function () { var workId = 126827921; window.Academia.workPercentilesFetcher.queue(workId, function (percentileText) { var container = $(".js-work-strip[data-work-id='126827921']"); container.find('.work-percentile').text(percentileText.charAt(0).toUpperCase() + percentileText.slice(1)); container.find('.percentile-widget').show(); container.find('.percentile-widget').removeClass('hidden'); }); });</script></span></div><div id="work-strip-premium-row-container"></div></div></div><script> require.config({ waitSeconds: 90 })(["https://a.academia-assets.com/assets/wow_profile-a9bf3a2bc8c89fa2a77156577594264ee8a0f214d74241bc0fcd3f69f8d107ac.js","https://a.academia-assets.com/assets/work_edit-ad038b8c047c1a8d4fa01b402d530ff93c45fee2137a149a4a5398bc8ad67560.js"], function() { // from javascript_helper.rb var dispatcherData = {} if (false){ window.WowProfile.dispatcher = window.WowProfile.dispatcher || _.clone(Backbone.Events); dispatcherData = { dispatcher: window.WowProfile.dispatcher, downloadLinkId: "-1" } } $('.js-work-strip[data-work-id=126827921]').each(function() { if (!$(this).data('initialized')) { new WowProfile.WorkStripView({ el: this, workJSON: {"id":126827921,"title":"To boldly go where few have gone before : teaching strategy with moving images","internal_url":"https://www.academia.edu/126827921/To_boldly_go_where_few_have_gone_before_teaching_strategy_with_moving_images","owner_id":325706185,"coauthors_can_edit":true,"owner":{"id":325706185,"first_name":"Veronique","middle_initials":null,"last_name":"Ambrosini","page_name":"VeroniqueAmbrosini","domain_name":"independent","created_at":"2024-09-24T20:55:04.234-07:00","display_name":"Veronique Ambrosini","url":"https://independent.academia.edu/VeroniqueAmbrosini"},"attachments":[]}, dispatcherData: dispatcherData }); $(this).data('initialized', true); } }); $a.trackClickSource(".js-work-strip-work-link", "profile_work_strip") }); </script> <div class="js-work-strip profile--work_container" data-work-id="126827920"><div class="profile--work_thumbnail hidden-xs"><a class="js-work-strip-work-link" data-click-track="profile-work-strip-thumbnail" rel="nofollow" href="https://www.academia.edu/126827920/Understanding_Value_Creation_in_Business_Schools"><img alt="Research paper thumbnail of Understanding Value Creation in Business Schools" class="work-thumbnail" src="https://a.academia-assets.com/images/blank-paper.jpg" /></a></div><div class="wp-workCard wp-workCard_itemContainer"><div class="wp-workCard_item wp-workCard--title"><a class="js-work-strip-work-link text-gray-darker" data-click-track="profile-work-strip-title" rel="nofollow" href="https://www.academia.edu/126827920/Understanding_Value_Creation_in_Business_Schools">Understanding Value Creation in Business Schools</a></div><div class="wp-workCard_item"><span>Academy of Management Proceedings</span><span>, 2015</span></div><div class="wp-workCard_item"><span class="js-work-more-abstract-truncated">This paper develops definitions of value and discusses value creation in the context of Business ...</span><a class="js-work-more-abstract" data-broccoli-component="work_strip.more_abstract" data-click-track="profile-work-strip-more-abstract" href="javascript:;"><span> more </span><span><i class="fa fa-caret-down"></i></span></a><span class="js-work-more-abstract-untruncated hidden">This paper develops definitions of value and discusses value creation in the context of Business Schools. By doing so it answers to calls both for precise definitions of the term value, as the lack of precision creates ambiguity and impairs theoretical and empirical developments, and to how Business Schools create value for their stakeholders. Basing our argument on the distinction between use value and exchange value we explore what value means for buyers of management education, namely self-funded students, parents or sponsoring organizations and we highlight the role of perceptions and conclude that consumer surplus is the most appropriate definition of buyers’ value. This allows us to discuss the value creating strategies Business Schools may consider and the implications for each of them.</span></div><div class="wp-workCard_item wp-workCard--actions"><span class="work-strip-bookmark-button-container"></span><span class="wp-workCard--action visible-if-viewed-by-owner inline-block" style="display: none;"><span class="js-profile-work-strip-edit-button-wrapper profile-work-strip-edit-button-wrapper" data-work-id="126827920"><a class="js-profile-work-strip-edit-button" tabindex="0"><span><i class="fa fa-pencil"></i></span><span>Edit</span></a></span></span></div><div class="wp-workCard_item wp-workCard--stats"><span><span><span class="js-view-count view-count u-mr2x" data-work-id="126827920"><i class="fa fa-spinner fa-spin"></i></span><script>$(function () { var workId = 126827920; window.Academia.workViewCountsFetcher.queue(workId, function (count) { var description = window.$h.commaizeInt(count) + " " + window.$h.pluralize(count, 'View'); $(".js-view-count[data-work-id=126827920]").text(description); 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window.Academia.workViewCountsFetcher.queue(workId, function (count) { var description = window.$h.commaizeInt(count) + " " + window.$h.pluralize(count, 'View'); $(".js-view-count[data-work-id=126827919]").text(description); $(".js-view-count[data-work-id=126827919]").attr('title', description).tooltip(); }); });</script></span></span><span><span class="percentile-widget hidden"><span class="u-mr2x work-percentile"></span></span><script>$(function () { var workId = 126827919; window.Academia.workPercentilesFetcher.queue(workId, function (percentileText) { var container = $(".js-work-strip[data-work-id='126827919']"); container.find('.work-percentile').text(percentileText.charAt(0).toUpperCase() + percentileText.slice(1)); container.find('.percentile-widget').show(); container.find('.percentile-widget').removeClass('hidden'); }); });</script></span></div><div id="work-strip-premium-row-container"></div></div></div><script> require.config({ waitSeconds: 90 })(["https://a.academia-assets.com/assets/wow_profile-a9bf3a2bc8c89fa2a77156577594264ee8a0f214d74241bc0fcd3f69f8d107ac.js","https://a.academia-assets.com/assets/work_edit-ad038b8c047c1a8d4fa01b402d530ff93c45fee2137a149a4a5398bc8ad67560.js"], function() { // from javascript_helper.rb var dispatcherData = {} if (true){ window.WowProfile.dispatcher = window.WowProfile.dispatcher || _.clone(Backbone.Events); dispatcherData = { dispatcher: window.WowProfile.dispatcher, downloadLinkId: "fde6ff8ac04860af730c4220e7e60c1f" } } $('.js-work-strip[data-work-id=126827919]').each(function() { if (!$(this).data('initialized')) { new WowProfile.WorkStripView({ el: this, workJSON: {"id":126827919,"title":"Person-organization fit as a vehicle for knowledge sharing and creation","internal_url":"https://www.academia.edu/126827919/Person_organization_fit_as_a_vehicle_for_knowledge_sharing_and_creation","owner_id":325706185,"coauthors_can_edit":true,"owner":{"id":325706185,"first_name":"Veronique","middle_initials":null,"last_name":"Ambrosini","page_name":"VeroniqueAmbrosini","domain_name":"independent","created_at":"2024-09-24T20:55:04.234-07:00","display_name":"Veronique Ambrosini","url":"https://independent.academia.edu/VeroniqueAmbrosini"},"attachments":[{"id":120647607,"title":"","file_type":"pdf","scribd_thumbnail_url":"https://attachments.academia-assets.com/120647607/thumbnails/1.jpg","file_name":"billsberry-personorganization-2009.pdf","download_url":"https://www.academia.edu/attachments/120647607/download_file","bulk_download_file_name":"Person_organization_fit_as_a_vehicle_for.pdf","bulk_download_url":"https://d1wqtxts1xzle7.cloudfront.net/120647607/billsberry-personorganization-2009-libre.pdf?1736125356=\u0026response-content-disposition=attachment%3B+filename%3DPerson_organization_fit_as_a_vehicle_for.pdf\u0026Expires=1740596527\u0026Signature=bUiKtL5y6unpFuZWnj6QaXSjTLvLGBtKBC5U63LAsEuLPM2H~-lN9Lie~nDfJK0efPCFWwobW-mlFt9Lct5SgRCDc4v0bylhpvYoIA8ai67gKspx8pyKFOuYx2zgdyliwTH3gVQdMC~sHw2QlyhbiUHuHqT88aTAgAQeC68Wo-XjrBESeLIOwnFx7z5hFdCTRtTibZH1fWl0n-FDPOQOsZ9SGVtl6naCLkapQhtFlQ8rol-FJxMAXqEEugbp0wwyJEZPjFzo0cIKodPp7tbfGzxMtDOGVLihJe4J14cJKh27PNhYP9IgRgSHug-SJqRmn3fRggM7L6ttJoUxrQuclg__\u0026Key-Pair-Id=APKAJLOHF5GGSLRBV4ZA"}]}, dispatcherData: dispatcherData }); $(this).data('initialized', true); } }); $a.trackClickSource(".js-work-strip-work-link", "profile_work_strip") }); </script> <div class="js-work-strip profile--work_container" data-work-id="126827918"><div class="profile--work_thumbnail hidden-xs"><a class="js-work-strip-work-link" data-click-track="profile-work-strip-thumbnail" rel="nofollow" href="https://www.academia.edu/126827918/Using_causal_mapping_to_find_new_avenue_for_organizational_fit_research"><img alt="Research paper thumbnail of Using causal mapping to find new avenue for organizational fit research" class="work-thumbnail" src="https://a.academia-assets.com/images/blank-paper.jpg" /></a></div><div class="wp-workCard wp-workCard_itemContainer"><div class="wp-workCard_item wp-workCard--title"><a class="js-work-strip-work-link text-gray-darker" data-click-track="profile-work-strip-title" rel="nofollow" href="https://www.academia.edu/126827918/Using_causal_mapping_to_find_new_avenue_for_organizational_fit_research">Using causal mapping to find new avenue for organizational fit research</a></div><div class="wp-workCard_item"><span class="js-work-more-abstract-truncated">Although organizational fit is strongly linked to important psychological outcomes such as motiva...</span><a class="js-work-more-abstract" data-broccoli-component="work_strip.more_abstract" data-click-track="profile-work-strip-more-abstract" href="javascript:;"><span> more </span><span><i class="fa fa-caret-down"></i></span></a><span class="js-work-more-abstract-untruncated hidden">Although organizational fit is strongly linked to important psychological outcomes such as motivation, satisfaction, turnover and performance, there is still a lot of confusion about definitions and conceptualizations of the construct. One reason for this is that fit researchers have almost exclusively conducted theory-driven nomothetic studies that have utilized varying approaches to the term. In this paper, we call for exploratory research that listens to how workers construct their own sense of fit and suggest that researchers should adopt idiographic data gathering techniques, coupled with nomothetic analysis tools, to do so. To enable this, we explain how fit researchers might use causal maps and thereby develop a stronger understanding of organizational fit that is grounded in how people conceive it.</span></div><div class="wp-workCard_item wp-workCard--actions"><span class="work-strip-bookmark-button-container"></span><span class="wp-workCard--action visible-if-viewed-by-owner inline-block" style="display: none;"><span class="js-profile-work-strip-edit-button-wrapper profile-work-strip-edit-button-wrapper" data-work-id="126827918"><a class="js-profile-work-strip-edit-button" tabindex="0"><span><i class="fa fa-pencil"></i></span><span>Edit</span></a></span></span></div><div class="wp-workCard_item wp-workCard--stats"><span><span><span class="js-view-count view-count u-mr2x" data-work-id="126827918"><i class="fa fa-spinner fa-spin"></i></span><script>$(function () { var workId = 126827918; window.Academia.workViewCountsFetcher.queue(workId, function (count) { var description = window.$h.commaizeInt(count) + " " + window.$h.pluralize(count, 'View'); $(".js-view-count[data-work-id=126827918]").text(description); $(".js-view-count[data-work-id=126827918]").attr('title', description).tooltip(); }); });</script></span></span><span><span class="percentile-widget hidden"><span class="u-mr2x work-percentile"></span></span><script>$(function () { var workId = 126827918; window.Academia.workPercentilesFetcher.queue(workId, function (percentileText) { var container = $(".js-work-strip[data-work-id='126827918']"); container.find('.work-percentile').text(percentileText.charAt(0).toUpperCase() + percentileText.slice(1)); container.find('.percentile-widget').show(); container.find('.percentile-widget').removeClass('hidden'); }); });</script></span></div><div id="work-strip-premium-row-container"></div></div></div><script> require.config({ waitSeconds: 90 })(["https://a.academia-assets.com/assets/wow_profile-a9bf3a2bc8c89fa2a77156577594264ee8a0f214d74241bc0fcd3f69f8d107ac.js","https://a.academia-assets.com/assets/work_edit-ad038b8c047c1a8d4fa01b402d530ff93c45fee2137a149a4a5398bc8ad67560.js"], function() { // from javascript_helper.rb var dispatcherData = {} if (false){ window.WowProfile.dispatcher = window.WowProfile.dispatcher || _.clone(Backbone.Events); dispatcherData = { dispatcher: window.WowProfile.dispatcher, downloadLinkId: "-1" } } $('.js-work-strip[data-work-id=126827918]').each(function() { if (!$(this).data('initialized')) { new WowProfile.WorkStripView({ el: this, workJSON: {"id":126827918,"title":"Using causal mapping to find new avenue for organizational fit research","internal_url":"https://www.academia.edu/126827918/Using_causal_mapping_to_find_new_avenue_for_organizational_fit_research","owner_id":325706185,"coauthors_can_edit":true,"owner":{"id":325706185,"first_name":"Veronique","middle_initials":null,"last_name":"Ambrosini","page_name":"VeroniqueAmbrosini","domain_name":"independent","created_at":"2024-09-24T20:55:04.234-07:00","display_name":"Veronique Ambrosini","url":"https://independent.academia.edu/VeroniqueAmbrosini"},"attachments":[]}, dispatcherData: dispatcherData }); $(this).data('initialized', true); } }); $a.trackClickSource(".js-work-strip-work-link", "profile_work_strip") }); </script> <div class="js-work-strip profile--work_container" data-work-id="126827917"><div class="profile--work_thumbnail hidden-xs"><a class="js-work-strip-work-link" data-click-track="profile-work-strip-thumbnail" rel="nofollow" href="https://www.academia.edu/126827917/Person_Organisation_Fit_as_an_Amplifier_of_Tacit_Knowledge"><img alt="Research paper thumbnail of Person–Organisation Fit as an Amplifier of Tacit Knowledge" class="work-thumbnail" src="https://a.academia-assets.com/images/blank-paper.jpg" /></a></div><div class="wp-workCard wp-workCard_itemContainer"><div class="wp-workCard_item wp-workCard--title"><a class="js-work-strip-work-link text-gray-darker" data-click-track="profile-work-strip-title" rel="nofollow" href="https://www.academia.edu/126827917/Person_Organisation_Fit_as_an_Amplifier_of_Tacit_Knowledge">Person–Organisation Fit as an Amplifier of Tacit Knowledge</a></div><div class="wp-workCard_item"><span class="js-work-more-abstract-truncated">Many researchers have argued that a source of sustainable competitive advantage lies in the tacit...</span><a class="js-work-more-abstract" data-broccoli-component="work_strip.more_abstract" data-click-track="profile-work-strip-more-abstract" href="javascript:;"><span> more </span><span><i class="fa fa-caret-down"></i></span></a><span class="js-work-more-abstract-untruncated hidden">Many researchers have argued that a source of sustainable competitive advantage lies in the tacit knowledge of firms. According to this view, many of the things that cause organizations to do well are difficult to express or communicate and as such difficult to transfer throughout the firm. They are context specific, rare and difficult to imitate or substitute. Hence, much attention has focused on the role of tacit knowledge in the organizational knowledge creation process and the transfer of tacit knowledge through an organization. It is known that shared communication and socialization are important processes in the transfer of tacit knowledge. Being based on an alignment of values, goals and personalities, person–organisation (PO) is known to be associated with levels of citizenship behaviour (OCBs), commitment, and tenure. Further, we argue that fit is likely to shape the transfer of tacit knowledge with higher levels of one resulting in higher levels of the other. We explore the interaction of tacit knowledge and person–organisation (PO) fit and develop a model that suggests a complex interaction between the two factors.</span></div><div class="wp-workCard_item wp-workCard--actions"><span class="work-strip-bookmark-button-container"></span><span class="wp-workCard--action visible-if-viewed-by-owner inline-block" style="display: none;"><span class="js-profile-work-strip-edit-button-wrapper profile-work-strip-edit-button-wrapper" data-work-id="126827917"><a class="js-profile-work-strip-edit-button" tabindex="0"><span><i class="fa fa-pencil"></i></span><span>Edit</span></a></span></span></div><div class="wp-workCard_item wp-workCard--stats"><span><span><span class="js-view-count view-count u-mr2x" data-work-id="126827917"><i class="fa fa-spinner fa-spin"></i></span><script>$(function () { var workId = 126827917; window.Academia.workViewCountsFetcher.queue(workId, function (count) { var description = window.$h.commaizeInt(count) + " " + window.$h.pluralize(count, 'View'); $(".js-view-count[data-work-id=126827917]").text(description); $(".js-view-count[data-work-id=126827917]").attr('title', description).tooltip(); }); });</script></span></span><span><span class="percentile-widget hidden"><span class="u-mr2x work-percentile"></span></span><script>$(function () { var workId = 126827917; window.Academia.workPercentilesFetcher.queue(workId, function (percentileText) { var container = $(".js-work-strip[data-work-id='126827917']"); container.find('.work-percentile').text(percentileText.charAt(0).toUpperCase() + percentileText.slice(1)); container.find('.percentile-widget').show(); container.find('.percentile-widget').removeClass('hidden'); }); });</script></span></div><div id="work-strip-premium-row-container"></div></div></div><script> require.config({ waitSeconds: 90 })(["https://a.academia-assets.com/assets/wow_profile-a9bf3a2bc8c89fa2a77156577594264ee8a0f214d74241bc0fcd3f69f8d107ac.js","https://a.academia-assets.com/assets/work_edit-ad038b8c047c1a8d4fa01b402d530ff93c45fee2137a149a4a5398bc8ad67560.js"], function() { // from javascript_helper.rb var dispatcherData = {} if (false){ window.WowProfile.dispatcher = window.WowProfile.dispatcher || _.clone(Backbone.Events); dispatcherData = { dispatcher: window.WowProfile.dispatcher, downloadLinkId: "-1" } } $('.js-work-strip[data-work-id=126827917]').each(function() { if (!$(this).data('initialized')) { new WowProfile.WorkStripView({ el: this, workJSON: {"id":126827917,"title":"Person–Organisation Fit as an Amplifier of Tacit Knowledge","internal_url":"https://www.academia.edu/126827917/Person_Organisation_Fit_as_an_Amplifier_of_Tacit_Knowledge","owner_id":325706185,"coauthors_can_edit":true,"owner":{"id":325706185,"first_name":"Veronique","middle_initials":null,"last_name":"Ambrosini","page_name":"VeroniqueAmbrosini","domain_name":"independent","created_at":"2024-09-24T20:55:04.234-07:00","display_name":"Veronique Ambrosini","url":"https://independent.academia.edu/VeroniqueAmbrosini"},"attachments":[]}, dispatcherData: dispatcherData }); $(this).data('initialized', true); } }); $a.trackClickSource(".js-work-strip-work-link", "profile_work_strip") }); </script> <div class="js-work-strip profile--work_container" data-work-id="126827916"><div class="profile--work_thumbnail hidden-xs"><a class="js-work-strip-work-link" data-click-track="profile-work-strip-thumbnail" href="https://www.academia.edu/126827916/Teaching_soft_issues_in_strategic_managment_with_films_Arguments_and_suggestions"><img alt="Research paper thumbnail of Teaching soft issues in strategic managment with films: Arguments and suggestions" class="work-thumbnail" src="https://attachments.academia-assets.com/120647612/thumbnails/1.jpg" /></a></div><div class="wp-workCard wp-workCard_itemContainer"><div class="wp-workCard_item wp-workCard--title"><a class="js-work-strip-work-link text-gray-darker" data-click-track="profile-work-strip-title" href="https://www.academia.edu/126827916/Teaching_soft_issues_in_strategic_managment_with_films_Arguments_and_suggestions">Teaching soft issues in strategic managment with films: Arguments and suggestions</a></div><div class="wp-workCard_item"><span>The International Journal of Management Education</span><span>, 2009</span></div><div class="wp-workCard_item"><span class="js-work-more-abstract-truncated">advocated the use of film scenes because they "offer a visual portrayal of abstract theories and ...</span><a class="js-work-more-abstract" data-broccoli-component="work_strip.more_abstract" data-click-track="profile-work-strip-more-abstract" href="javascript:;"><span> more </span><span><i class="fa fa-caret-down"></i></span></a><span class="js-work-more-abstract-untruncated hidden">advocated the use of film scenes because they "offer a visual portrayal of abstract theories and concepts taught in organisational behaviour and management courses". This quality of films is of particular value when teaching inexperienced students or those students who have little knowledge of the workplace. This is especially relevant when teaching strategic management, not just because of the increasing trend for students to take MBA and related courses straight after their undergraduate studies, but also because strategic management ideas are most often relevant to senior management decisions, of which even fewer students have experience. Strategic problems are largely complex, idiosyncratic, interrelated, and often have more than one correct answer. Moreover strategy making is, to a large extent, as much based on intuition and tacit knowledge as on rational decision making . Hence when students lack practical work knowledge they may find learning strategic management concepts difficult. It is relatively straightforward to teach students most strategic analysis frameworks or rational theories, but it is less so for concepts and ideas which are procedural, complex or context dependent. Showing film scenes can help students understand and learn these concepts. They help to illustrate concepts 'in action'; they create experience . Moreover, these references to popular culture assist students' access and relate to the concepts being</span></div><div class="wp-workCard_item wp-workCard--actions"><span class="work-strip-bookmark-button-container"></span><a id="34a87d30511fabed316ba82a97bec6a3" class="wp-workCard--action" rel="nofollow" data-click-track="profile-work-strip-download" data-download="{"attachment_id":120647612,"asset_id":126827916,"asset_type":"Work","button_location":"profile"}" href="https://www.academia.edu/attachments/120647612/download_file?s=profile"><span><i class="fa fa-arrow-down"></i></span><span>Download</span></a><span class="wp-workCard--action visible-if-viewed-by-owner inline-block" style="display: none;"><span class="js-profile-work-strip-edit-button-wrapper profile-work-strip-edit-button-wrapper" data-work-id="126827916"><a class="js-profile-work-strip-edit-button" tabindex="0"><span><i class="fa fa-pencil"></i></span><span>Edit</span></a></span></span></div><div class="wp-workCard_item wp-workCard--stats"><span><span><span class="js-view-count view-count u-mr2x" data-work-id="126827916"><i class="fa fa-spinner fa-spin"></i></span><script>$(function () { var workId = 126827916; window.Academia.workViewCountsFetcher.queue(workId, function (count) { var description = window.$h.commaizeInt(count) + " " + window.$h.pluralize(count, 'View'); $(".js-view-count[data-work-id=126827916]").text(description); $(".js-view-count[data-work-id=126827916]").attr('title', description).tooltip(); }); });</script></span></span><span><span class="percentile-widget hidden"><span class="u-mr2x work-percentile"></span></span><script>$(function () { var workId = 126827916; window.Academia.workPercentilesFetcher.queue(workId, function (percentileText) { var container = $(".js-work-strip[data-work-id='126827916']"); container.find('.work-percentile').text(percentileText.charAt(0).toUpperCase() + percentileText.slice(1)); container.find('.percentile-widget').show(); container.find('.percentile-widget').removeClass('hidden'); }); });</script></span></div><div id="work-strip-premium-row-container"></div></div></div><script> require.config({ waitSeconds: 90 })(["https://a.academia-assets.com/assets/wow_profile-a9bf3a2bc8c89fa2a77156577594264ee8a0f214d74241bc0fcd3f69f8d107ac.js","https://a.academia-assets.com/assets/work_edit-ad038b8c047c1a8d4fa01b402d530ff93c45fee2137a149a4a5398bc8ad67560.js"], function() { // from javascript_helper.rb var dispatcherData = {} if (true){ window.WowProfile.dispatcher = window.WowProfile.dispatcher || _.clone(Backbone.Events); 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$(this).data('initialized', true); } }); $a.trackClickSource(".js-work-strip-work-link", "profile_work_strip") }); </script> <div class="js-work-strip profile--work_container" data-work-id="126827915"><div class="profile--work_thumbnail hidden-xs"><a class="js-work-strip-work-link" data-click-track="profile-work-strip-thumbnail" href="https://www.academia.edu/126827915/Perceptions_of_Strategic_Priorities_Consensus_and_Firm_Performance"><img alt="Research paper thumbnail of Perceptions of Strategic Priorities, Consensus and Firm Performance" class="work-thumbnail" src="https://attachments.academia-assets.com/120647610/thumbnails/1.jpg" /></a></div><div class="wp-workCard wp-workCard_itemContainer"><div class="wp-workCard_item wp-workCard--title"><a class="js-work-strip-work-link text-gray-darker" data-click-track="profile-work-strip-title" href="https://www.academia.edu/126827915/Perceptions_of_Strategic_Priorities_Consensus_and_Firm_Performance">Perceptions of Strategic Priorities, Consensus and Firm Performance</a></div><div class="wp-workCard_item"><span>Journal of Management Studies</span><span>, 1997</span></div><div class="wp-workCard_item"><span class="js-work-more-abstract-truncated">This paper reports the results of a study into strategy content, consensus, and firm performance....</span><a class="js-work-more-abstract" data-broccoli-component="work_strip.more_abstract" data-click-track="profile-work-strip-more-abstract" href="javascript:;"><span> more </span><span><i class="fa fa-caret-down"></i></span></a><span class="js-work-more-abstract-untruncated hidden">This paper reports the results of a study into strategy content, consensus, and firm performance. It is argued that the content of consensus, i.e. what the agreement is about, is of importance, and that strategic priorities concerned with the extant strategy are constructs that are strategically relevant to the exploration of consensus‐‐performance links. Whereas previous studies have used a statistical measure of consensus (summing standard deviations), in this study the managers&#39; perceptions of strategic priorities have been plotted on two‐dimensional graphs. We argue that in contrast to the use of means and standard deviations, by plotting the patterns of perceptions produced by a management group, more information is retained for subsequent interpretation and hence a richer picture of the extent and nature of shared perceptions within a management group can be developed. Using this approach, data from 32 strategic business units were analysed, revealing patterns of consensus...</span></div><div class="wp-workCard_item wp-workCard--actions"><span class="work-strip-bookmark-button-container"></span><a id="97b48705b808b5da4da43585d38af372" class="wp-workCard--action" rel="nofollow" data-click-track="profile-work-strip-download" data-download="{"attachment_id":120647610,"asset_id":126827915,"asset_type":"Work","button_location":"profile"}" href="https://www.academia.edu/attachments/120647610/download_file?s=profile"><span><i class="fa fa-arrow-down"></i></span><span>Download</span></a><span class="wp-workCard--action visible-if-viewed-by-owner inline-block" style="display: none;"><span class="js-profile-work-strip-edit-button-wrapper profile-work-strip-edit-button-wrapper" data-work-id="126827915"><a class="js-profile-work-strip-edit-button" tabindex="0"><span><i class="fa fa-pencil"></i></span><span>Edit</span></a></span></span></div><div class="wp-workCard_item wp-workCard--stats"><span><span><span class="js-view-count view-count u-mr2x" data-work-id="126827915"><i class="fa fa-spinner fa-spin"></i></span><script>$(function () { var workId = 126827915; 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$(this).data('initialized', true); } }); $a.trackClickSource(".js-work-strip-work-link", "profile_work_strip") }); </script> <div class="js-work-strip profile--work_container" data-work-id="126827914"><div class="profile--work_thumbnail hidden-xs"><a class="js-work-strip-work-link" data-click-track="profile-work-strip-thumbnail" href="https://www.academia.edu/126827914/Tacit_Knowledge_Some_Suggestions_for_Operationalization"><img alt="Research paper thumbnail of Tacit Knowledge: Some Suggestions for Operationalization" class="work-thumbnail" src="https://attachments.academia-assets.com/120647604/thumbnails/1.jpg" /></a></div><div class="wp-workCard wp-workCard_itemContainer"><div class="wp-workCard_item wp-workCard--title"><a class="js-work-strip-work-link text-gray-darker" data-click-track="profile-work-strip-title" href="https://www.academia.edu/126827914/Tacit_Knowledge_Some_Suggestions_for_Operationalization">Tacit Knowledge: Some Suggestions for Operationalization</a></div><div class="wp-workCard_item"><span>Journal of Management Studies</span><span>, 2001</span></div><div class="wp-workCard_item"><span class="js-work-more-abstract-truncated">With the emergence of the resource‐based view of the firm and of the concept of core competencies...</span><a class="js-work-more-abstract" data-broccoli-component="work_strip.more_abstract" data-click-track="profile-work-strip-more-abstract" href="javascript:;"><span> more </span><span><i class="fa fa-caret-down"></i></span></a><span class="js-work-more-abstract-untruncated hidden">With the emergence of the resource‐based view of the firm and of the concept of core competencies, intangible resources, and tacit knowledge in particular have been argued to occupy a central place in the development of sustainable competitive advantage. This is because tacit knowledge is argued to be difficult to imitate, to substitute, to transfer and it is rare. However, there is little empirical research to support this theoretical proposition. Tacit knowledge has so far resisted operationalization. This paper sets out to define the term tacit knowledge and proposes to redefine it, within the context of the resource‐based view of the firm, as tacit skills. A methodology (based on causal mapping, self‐Q and storytelling) for empirically researching the subject is outlined.</span></div><div class="wp-workCard_item wp-workCard--actions"><span class="work-strip-bookmark-button-container"></span><a id="b9a7b940f081c76f0bd37591979bc2d3" class="wp-workCard--action" rel="nofollow" data-click-track="profile-work-strip-download" data-download="{"attachment_id":120647604,"asset_id":126827914,"asset_type":"Work","button_location":"profile"}" href="https://www.academia.edu/attachments/120647604/download_file?s=profile"><span><i class="fa fa-arrow-down"></i></span><span>Download</span></a><span class="wp-workCard--action visible-if-viewed-by-owner inline-block" style="display: none;"><span class="js-profile-work-strip-edit-button-wrapper profile-work-strip-edit-button-wrapper" data-work-id="126827914"><a class="js-profile-work-strip-edit-button" tabindex="0"><span><i class="fa fa-pencil"></i></span><span>Edit</span></a></span></span></div><div class="wp-workCard_item wp-workCard--stats"><span><span><span class="js-view-count view-count u-mr2x" data-work-id="126827914"><i class="fa fa-spinner fa-spin"></i></span><script>$(function () { var workId = 126827914; window.Academia.workViewCountsFetcher.queue(workId, function (count) { var description = window.$h.commaizeInt(count) + " " + window.$h.pluralize(count, 'View'); $(".js-view-count[data-work-id=126827914]").text(description); $(".js-view-count[data-work-id=126827914]").attr('title', description).tooltip(); }); });</script></span></span><span><span class="percentile-widget hidden"><span class="u-mr2x work-percentile"></span></span><script>$(function () { var workId = 126827914; window.Academia.workPercentilesFetcher.queue(workId, function (percentileText) { var container = $(".js-work-strip[data-work-id='126827914']"); container.find('.work-percentile').text(percentileText.charAt(0).toUpperCase() + percentileText.slice(1)); container.find('.percentile-widget').show(); container.find('.percentile-widget').removeClass('hidden'); }); });</script></span></div><div id="work-strip-premium-row-container"></div></div></div><script> require.config({ waitSeconds: 90 })(["https://a.academia-assets.com/assets/wow_profile-a9bf3a2bc8c89fa2a77156577594264ee8a0f214d74241bc0fcd3f69f8d107ac.js","https://a.academia-assets.com/assets/work_edit-ad038b8c047c1a8d4fa01b402d530ff93c45fee2137a149a4a5398bc8ad67560.js"], function() { // from javascript_helper.rb var dispatcherData = {} if (true){ window.WowProfile.dispatcher = window.WowProfile.dispatcher || _.clone(Backbone.Events); dispatcherData = { dispatcher: window.WowProfile.dispatcher, downloadLinkId: "b9a7b940f081c76f0bd37591979bc2d3" } } $('.js-work-strip[data-work-id=126827914]').each(function() { if (!$(this).data('initialized')) { new WowProfile.WorkStripView({ el: this, workJSON: {"id":126827914,"title":"Tacit Knowledge: Some Suggestions for Operationalization","internal_url":"https://www.academia.edu/126827914/Tacit_Knowledge_Some_Suggestions_for_Operationalization","owner_id":325706185,"coauthors_can_edit":true,"owner":{"id":325706185,"first_name":"Veronique","middle_initials":null,"last_name":"Ambrosini","page_name":"VeroniqueAmbrosini","domain_name":"independent","created_at":"2024-09-24T20:55:04.234-07:00","display_name":"Veronique Ambrosini","url":"https://independent.academia.edu/VeroniqueAmbrosini"},"attachments":[{"id":120647604,"title":"","file_type":"pdf","scribd_thumbnail_url":"https://attachments.academia-assets.com/120647604/thumbnails/1.jpg","file_name":"Tacit_Knowledge-2001.pdf","download_url":"https://www.academia.edu/attachments/120647604/download_file","bulk_download_file_name":"Tacit_Knowledge_Some_Suggestions_for_Ope.pdf","bulk_download_url":"https://d1wqtxts1xzle7.cloudfront.net/120647604/Tacit_Knowledge-2001-libre.pdf?1736125355=\u0026response-content-disposition=attachment%3B+filename%3DTacit_Knowledge_Some_Suggestions_for_Ope.pdf\u0026Expires=1740596527\u0026Signature=G7FbDC~YJDmglHNDWZ0ZGtg1imHHSwDdDTptm7uXigFW00MPChmClmMXUCm1nvvFFWisXUEnaHl1Iq1RqxYrxDljxzRhdnbjayk2rP51iRZqnfmxtnZ9ASF2DvPppovqzd3IwhVA-9ZzcG87V12HmPZF7ShoDznqBB6RNJpEI3nYMiCIhF-TIpHml2F2GxUCG52M6qpEPWBF7BiiUGdAgLfAYGLJtbgPtl5ofm8I98uyydyvxwiRwQMWN0pcTQtQKX-rGNIsD2GJnB1Nvh4978oIVnZvUYdEr2gNjH1y9Zw3M8u~ngePtXFpqM-6A3uZZ7lK3Kf~WyVoa1IrjYsXDw__\u0026Key-Pair-Id=APKAJLOHF5GGSLRBV4ZA"}]}, dispatcherData: dispatcherData }); $(this).data('initialized', true); } }); $a.trackClickSource(".js-work-strip-work-link", "profile_work_strip") }); </script> <div class="js-work-strip profile--work_container" data-work-id="126827913"><div class="profile--work_thumbnail hidden-xs"><a class="js-work-strip-work-link" data-click-track="profile-work-strip-thumbnail" href="https://www.academia.edu/126827913/Some_Suggestions_for_Mapping_Organizational_Members_Sense_of_Fit"><img alt="Research paper thumbnail of Some Suggestions for Mapping Organizational Members’ Sense of Fit" class="work-thumbnail" src="https://attachments.academia-assets.com/120647605/thumbnails/1.jpg" /></a></div><div class="wp-workCard wp-workCard_itemContainer"><div class="wp-workCard_item wp-workCard--title"><a class="js-work-strip-work-link text-gray-darker" data-click-track="profile-work-strip-title" href="https://www.academia.edu/126827913/Some_Suggestions_for_Mapping_Organizational_Members_Sense_of_Fit">Some Suggestions for Mapping Organizational Members’ Sense of Fit</a></div><div class="wp-workCard_item"><span>Journal of Business and Psychology</span><span>, 2005</span></div><div class="wp-workCard_item"><span class="js-work-more-abstract-truncated">Despite its importance in the organizational behavior literature, person-organization (P-O) fit r...</span><a class="js-work-more-abstract" data-broccoli-component="work_strip.more_abstract" data-click-track="profile-work-strip-more-abstract" href="javascript:;"><span> more </span><span><i class="fa fa-caret-down"></i></span></a><span class="js-work-more-abstract-untruncated hidden">Despite its importance in the organizational behavior literature, person-organization (P-O) fit remains an elusive construct. One reason for this is the lack of research about organizational members' own sense of their P-O fit. In this paper we discuss the criteria required of suitable research tools to explore this domain. Drawing on arguments from the cognition literature, we argue that storytelling and causal mapping techniques are suitable for exploring organizational members' sense of fit. We conclude with a short example of the method in action and a discussion of some of the practical issues that researchers will face.</span></div><div class="wp-workCard_item wp-workCard--actions"><span class="work-strip-bookmark-button-container"></span><a id="b9d2b2c4c039fe15fadf10074ecd6316" class="wp-workCard--action" rel="nofollow" data-click-track="profile-work-strip-download" data-download="{"attachment_id":120647605,"asset_id":126827913,"asset_type":"Work","button_location":"profile"}" href="https://www.academia.edu/attachments/120647605/download_file?s=profile"><span><i class="fa fa-arrow-down"></i></span><span>Download</span></a><span class="wp-workCard--action visible-if-viewed-by-owner inline-block" style="display: none;"><span class="js-profile-work-strip-edit-button-wrapper profile-work-strip-edit-button-wrapper" data-work-id="126827913"><a class="js-profile-work-strip-edit-button" tabindex="0"><span><i class="fa fa-pencil"></i></span><span>Edit</span></a></span></span></div><div class="wp-workCard_item wp-workCard--stats"><span><span><span class="js-view-count view-count u-mr2x" data-work-id="126827913"><i class="fa fa-spinner fa-spin"></i></span><script>$(function () { var workId = 126827913; 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$(this).data('initialized', true); } }); $a.trackClickSource(".js-work-strip-work-link", "profile_work_strip") }); </script> <div class="js-work-strip profile--work_container" data-work-id="126827912"><div class="profile--work_thumbnail hidden-xs"><a class="js-work-strip-work-link" data-click-track="profile-work-strip-thumbnail" href="https://www.academia.edu/126827912/Surfacing_Tacit_Sources_of_Success"><img alt="Research paper thumbnail of Surfacing Tacit Sources of Success" class="work-thumbnail" src="https://attachments.academia-assets.com/120647606/thumbnails/1.jpg" /></a></div><div class="wp-workCard wp-workCard_itemContainer"><div class="wp-workCard_item wp-workCard--title"><a class="js-work-strip-work-link text-gray-darker" data-click-track="profile-work-strip-title" href="https://www.academia.edu/126827912/Surfacing_Tacit_Sources_of_Success">Surfacing Tacit Sources of Success</a></div><div class="wp-workCard_item"><span>International Small Business Journal: Researching Entrepreneurship</span><span>, 2008</span></div><div class="wp-workCard_item"><span class="js-work-more-abstract-truncated">Eliciting and transferring tacit knowledge is critical for the growth ambitions of small knowledg...</span><a class="js-work-more-abstract" data-broccoli-component="work_strip.more_abstract" data-click-track="profile-work-strip-more-abstract" href="javascript:;"><span> more </span><span><i class="fa fa-caret-down"></i></span></a><span class="js-work-more-abstract-untruncated hidden">Eliciting and transferring tacit knowledge is critical for the growth ambitions of small knowledge-intensive firms such as management consultancies because their work is often intangible and ambiguous. How this can be done presents a challenge as there are as yet no tools available to help them.This article explains how the use of causal mapping helped the partners of one consultancy firm to surface their tacit knowledge, to uncover what they should try to replicate within the organization to sustain their success, and to refine their raison d&#39;être.Through the mapping process, which is interactive, non-directive, and generates ownership of the outcomes, the partners were encouraged to tap into their ambiguous, tacit knowledge base, which constitutes a large part of their consultancy&#39;s success.The article contributes to our understanding of small business management practice, tacit knowledge and consulting interventions.</span></div><div class="wp-workCard_item wp-workCard--actions"><span class="work-strip-bookmark-button-container"></span><a id="df565da395c79cf8aa726c18d1addc45" class="wp-workCard--action" rel="nofollow" data-click-track="profile-work-strip-download" data-download="{"attachment_id":120647606,"asset_id":126827912,"asset_type":"Work","button_location":"profile"}" href="https://www.academia.edu/attachments/120647606/download_file?s=profile"><span><i class="fa fa-arrow-down"></i></span><span>Download</span></a><span class="wp-workCard--action visible-if-viewed-by-owner inline-block" style="display: none;"><span class="js-profile-work-strip-edit-button-wrapper profile-work-strip-edit-button-wrapper" data-work-id="126827912"><a class="js-profile-work-strip-edit-button" tabindex="0"><span><i class="fa fa-pencil"></i></span><span>Edit</span></a></span></span></div><div class="wp-workCard_item wp-workCard--stats"><span><span><span class="js-view-count view-count u-mr2x" data-work-id="126827912"><i class="fa fa-spinner fa-spin"></i></span><script>$(function () { var workId = 126827912; window.Academia.workViewCountsFetcher.queue(workId, function (count) { var description = window.$h.commaizeInt(count) + " " + window.$h.pluralize(count, 'View'); $(".js-view-count[data-work-id=126827912]").text(description); $(".js-view-count[data-work-id=126827912]").attr('title', description).tooltip(); }); });</script></span></span><span><span class="percentile-widget hidden"><span class="u-mr2x work-percentile"></span></span><script>$(function () { var workId = 126827912; window.Academia.workPercentilesFetcher.queue(workId, function (percentileText) { var container = $(".js-work-strip[data-work-id='126827912']"); container.find('.work-percentile').text(percentileText.charAt(0).toUpperCase() + percentileText.slice(1)); container.find('.percentile-widget').show(); container.find('.percentile-widget').removeClass('hidden'); }); });</script></span></div><div id="work-strip-premium-row-container"></div></div></div><script> require.config({ waitSeconds: 90 })(["https://a.academia-assets.com/assets/wow_profile-a9bf3a2bc8c89fa2a77156577594264ee8a0f214d74241bc0fcd3f69f8d107ac.js","https://a.academia-assets.com/assets/work_edit-ad038b8c047c1a8d4fa01b402d530ff93c45fee2137a149a4a5398bc8ad67560.js"], function() { // from javascript_helper.rb var dispatcherData = {} if (true){ window.WowProfile.dispatcher = window.WowProfile.dispatcher || _.clone(Backbone.Events); dispatcherData = { dispatcher: window.WowProfile.dispatcher, downloadLinkId: "df565da395c79cf8aa726c18d1addc45" } } $('.js-work-strip[data-work-id=126827912]').each(function() { if (!$(this).data('initialized')) { new WowProfile.WorkStripView({ el: this, workJSON: {"id":126827912,"title":"Surfacing Tacit Sources of Success","internal_url":"https://www.academia.edu/126827912/Surfacing_Tacit_Sources_of_Success","owner_id":325706185,"coauthors_can_edit":true,"owner":{"id":325706185,"first_name":"Veronique","middle_initials":null,"last_name":"Ambrosini","page_name":"VeroniqueAmbrosini","domain_name":"independent","created_at":"2024-09-24T20:55:04.234-07:00","display_name":"Veronique Ambrosini","url":"https://independent.academia.edu/VeroniqueAmbrosini"},"attachments":[{"id":120647606,"title":"","file_type":"pdf","scribd_thumbnail_url":"https://attachments.academia-assets.com/120647606/thumbnails/1.jpg","file_name":"Surfacing_Tacit_Sources_of_Success.pdf","download_url":"https://www.academia.edu/attachments/120647606/download_file","bulk_download_file_name":"Surfacing_Tacit_Sources_of_Success.pdf","bulk_download_url":"https://d1wqtxts1xzle7.cloudfront.net/120647606/Surfacing_Tacit_Sources_of_Success-libre.pdf?1736125372=\u0026response-content-disposition=attachment%3B+filename%3DSurfacing_Tacit_Sources_of_Success.pdf\u0026Expires=1740596527\u0026Signature=N9NcDSzEiIGB0~R3o3ZM0~mvauB3iWXFDKhCub~2E6cffXiGgkklhEe9B0-aKdXBrvQ3iIBC8hH1zBr5ygKbEO~ENG7m5q6-9GMCEs5xTuuMr4aWgysFnL-jlFAInELMTc4J9smBeUS8mvGy7CY-w7xyts52IljxSYYyeGctXAEIOLwzXpQF4CP~rxaDpHMwnQ0EyJv6M2dVAcbBujn2z8EUewHnJX9Gl6A6jNQ4NPwq2uXMo1eetB4UfHGvMh8KYimzFtgNsMAJNAyChWBMmn00NKneFcrBRe9NgS0KxJO0JdgYN-0gQLCEB~ak6yTfpi4sDt3qcvkfDBfY620G1A__\u0026Key-Pair-Id=APKAJLOHF5GGSLRBV4ZA"}]}, dispatcherData: dispatcherData }); $(this).data('initialized', true); } }); $a.trackClickSource(".js-work-strip-work-link", "profile_work_strip") }); </script> <div class="js-work-strip profile--work_container" data-work-id="126827911"><div class="profile--work_thumbnail hidden-xs"><a class="js-work-strip-work-link" data-click-track="profile-work-strip-thumbnail" href="https://www.academia.edu/126827911/What_are_dynamic_capabilities_and_are_they_a_useful_construct_in_strategic_management"><img alt="Research paper thumbnail of What are dynamic capabilities and are they a useful construct in strategic management?" class="work-thumbnail" src="https://attachments.academia-assets.com/120647608/thumbnails/1.jpg" /></a></div><div class="wp-workCard wp-workCard_itemContainer"><div class="wp-workCard_item wp-workCard--title"><a class="js-work-strip-work-link text-gray-darker" data-click-track="profile-work-strip-title" href="https://www.academia.edu/126827911/What_are_dynamic_capabilities_and_are_they_a_useful_construct_in_strategic_management">What are dynamic capabilities and are they a useful construct in strategic management?</a></div><div class="wp-workCard_item"><span>International Journal of Management Reviews</span><span>, 2009</span></div><div class="wp-workCard_item"><span class="js-work-more-abstract-truncated">The dynamic capability perspective extends the resource‐based view argument by addressing how val...</span><a class="js-work-more-abstract" data-broccoli-component="work_strip.more_abstract" data-click-track="profile-work-strip-more-abstract" href="javascript:;"><span> more </span><span><i class="fa fa-caret-down"></i></span></a><span class="js-work-more-abstract-untruncated hidden">The dynamic capability perspective extends the resource‐based view argument by addressing how valuable, rare, difficult to imitate and imperfectly substitutable resources can be created and how the current stock of valuable resources can be refreshed in changing environments. The concept of dynamic capabilities emerged in the 1990s, and the field has advanced considerably since. This paper presents a review as well as a synthesis of the extant literature. This synthesis first highlights, that dynamic capabilities are shaped by enabling and inhibiting variables within and outside the firm, including the perceptions and motivations of managers; secondly, it identifies processes that create dynamic capabilities; and thirdly, it explains that dynamic capabilities do not automatically lead to performance improvements. Finally, the paper addresses some areas of confusion and contradiction that hamper the development of the literature.</span></div><div class="wp-workCard_item wp-workCard--actions"><span class="work-strip-bookmark-button-container"></span><a id="44ef05be92cf7ee687adc6950593990b" class="wp-workCard--action" rel="nofollow" data-click-track="profile-work-strip-download" data-download="{"attachment_id":120647608,"asset_id":126827911,"asset_type":"Work","button_location":"profile"}" href="https://www.academia.edu/attachments/120647608/download_file?s=profile"><span><i class="fa fa-arrow-down"></i></span><span>Download</span></a><span class="wp-workCard--action visible-if-viewed-by-owner inline-block" style="display: none;"><span class="js-profile-work-strip-edit-button-wrapper profile-work-strip-edit-button-wrapper" data-work-id="126827911"><a class="js-profile-work-strip-edit-button" tabindex="0"><span><i class="fa fa-pencil"></i></span><span>Edit</span></a></span></span></div><div class="wp-workCard_item wp-workCard--stats"><span><span><span class="js-view-count view-count u-mr2x" data-work-id="126827911"><i class="fa fa-spinner fa-spin"></i></span><script>$(function () { var workId = 126827911; 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dispatcherData = { dispatcher: window.WowProfile.dispatcher, downloadLinkId: "44ef05be92cf7ee687adc6950593990b" } } $('.js-work-strip[data-work-id=126827911]').each(function() { if (!$(this).data('initialized')) { new WowProfile.WorkStripView({ el: this, workJSON: {"id":126827911,"title":"What are dynamic capabilities and are they a useful construct in strategic management?","internal_url":"https://www.academia.edu/126827911/What_are_dynamic_capabilities_and_are_they_a_useful_construct_in_strategic_management","owner_id":325706185,"coauthors_can_edit":true,"owner":{"id":325706185,"first_name":"Veronique","middle_initials":null,"last_name":"Ambrosini","page_name":"VeroniqueAmbrosini","domain_name":"independent","created_at":"2024-09-24T20:55:04.234-07:00","display_name":"Veronique Ambrosini","url":"https://independent.academia.edu/VeroniqueAmbrosini"},"attachments":[{"id":120647608,"title":"","file_type":"pdf","scribd_thumbnail_url":"https://attachments.academia-assets.com/120647608/thumbnails/1.jpg","file_name":"What_are_dynamic_capabilities.pdf","download_url":"https://www.academia.edu/attachments/120647608/download_file","bulk_download_file_name":"What_are_dynamic_capabilities_and_are_th.pdf","bulk_download_url":"https://d1wqtxts1xzle7.cloudfront.net/120647608/What_are_dynamic_capabilities-libre.pdf?1736125367=\u0026response-content-disposition=attachment%3B+filename%3DWhat_are_dynamic_capabilities_and_are_th.pdf\u0026Expires=1740596527\u0026Signature=LWTq5WaRhlC30xLos-9ID-81E6dUuJJVDLfripbLOrAw2snW1-DKefAdHTVBdS00eN84PLnmdAG2IGXJpXfXkpUXeQtLLEAr0k0oXPdkY0P1v7Eb3kzO-xbS1E9fEheew1i2E3XELvaiouY7VyBVesDsGF1DQhvIt3UmZg9WzGCOnKFojWjzBzIqWoucewCtSFdHljuvnz-1LalWlmJBScdDBhrKYm3u0ogFdvtHzweY8Ow6yMUsg2IpqnpW4EkgGlk0D-fD1VvRhZMnbBkZ-e99lykz8j11JiuwnFnuE~afsW6CEygc-NvAPL9-d6hsKkuhFlEHXzfJEe01E4wKJQ__\u0026Key-Pair-Id=APKAJLOHF5GGSLRBV4ZA"}]}, dispatcherData: dispatcherData }); $(this).data('initialized', true); } }); $a.trackClickSource(".js-work-strip-work-link", "profile_work_strip") }); </script> <div class="js-work-strip profile--work_container" data-work-id="126827910"><div class="profile--work_thumbnail hidden-xs"><a class="js-work-strip-work-link" data-click-track="profile-work-strip-thumbnail" rel="nofollow" href="https://www.academia.edu/126827910/The_moderating_effect_of_organizational_change_cynicism_on_middle_manager_strategy_commitment"><img alt="Research paper thumbnail of The moderating effect of organizational change cynicism on middle manager strategy commitment" class="work-thumbnail" src="https://a.academia-assets.com/images/blank-paper.jpg" /></a></div><div class="wp-workCard wp-workCard_itemContainer"><div class="wp-workCard_item wp-workCard--title"><a class="js-work-strip-work-link text-gray-darker" data-click-track="profile-work-strip-title" rel="nofollow" href="https://www.academia.edu/126827910/The_moderating_effect_of_organizational_change_cynicism_on_middle_manager_strategy_commitment">The moderating effect of organizational change cynicism on middle manager strategy commitment</a></div><div class="wp-workCard_item"><span>The International Journal of Human Resource Management</span><span>, 2013</span></div><div class="wp-workCard_item"><span class="js-work-more-abstract-truncated">This paper focuses on middle managers as key actors in organizational strategizing. Through an em...</span><a class="js-work-more-abstract" data-broccoli-component="work_strip.more_abstract" data-click-track="profile-work-strip-more-abstract" href="javascript:;"><span> more </span><span><i class="fa fa-caret-down"></i></span></a><span class="js-work-more-abstract-untruncated hidden">This paper focuses on middle managers as key actors in organizational strategizing. Through an empirical study we explore some of the barriers to effective implementation of strategic change initiatives. This research is motivated by the recognition that to understand strategizing in organizations we need to appreciate both when it is successful and when it is not, but that we still know little about the latter. To develop better insights into what lies behind the actions of strategists and to present implications for HR managers concerned about increasing the chance of successful change and reducing the prevalence of organizational change cynicism (OCC), we first explore antecedents to middle managers&#x27; strategy commitment. We examine perceptions of the workplace context, including procedural justice and senior management support for the strategy and middle managers&#x27; levels of strategy relevant knowledge, incorporating participation in decision-making and information available for implementation. We then investigate the moderated effect of OCC on middle managers&#x27; strategy commitment. Our study suggests that failure of a new strategy or strategic direction is due to the inability or resistance of individual employees to commit to a strategy and adopt the necessary behaviours to accomplish an organization&#x27;s strategic objective.</span></div><div class="wp-workCard_item wp-workCard--actions"><span class="work-strip-bookmark-button-container"></span><span class="wp-workCard--action visible-if-viewed-by-owner inline-block" style="display: none;"><span class="js-profile-work-strip-edit-button-wrapper profile-work-strip-edit-button-wrapper" data-work-id="126827910"><a class="js-profile-work-strip-edit-button" tabindex="0"><span><i class="fa fa-pencil"></i></span><span>Edit</span></a></span></span></div><div class="wp-workCard_item wp-workCard--stats"><span><span><span class="js-view-count view-count u-mr2x" data-work-id="126827910"><i class="fa fa-spinner fa-spin"></i></span><script>$(function () { var workId = 126827910; window.Academia.workViewCountsFetcher.queue(workId, function (count) { var description = window.$h.commaizeInt(count) + " " + window.$h.pluralize(count, 'View'); 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