Please use this identifier to cite or link to this item: https://doi.org/10.1111/j.1467-6486.2010.01000.x
DC FieldValue
dc.titleProcesses and practices of strategizing and organizing: Review, development, and the role of bridging and umbrella constructs
dc.contributor.authorFloyd, S.W.
dc.contributor.authorCornelissen, J.P.
dc.contributor.authorWright, M.
dc.contributor.authorDelios, A.
dc.date.accessioned2013-10-10T01:54:26Z
dc.date.available2013-10-10T01:54:26Z
dc.date.issued2011
dc.identifier.citationFloyd, S.W., Cornelissen, J.P., Wright, M., Delios, A. (2011). Processes and practices of strategizing and organizing: Review, development, and the role of bridging and umbrella constructs. Journal of Management Studies 48 (5) : 933-952. ScholarBank@NUS Repository. https://doi.org/10.1111/j.1467-6486.2010.01000.x
dc.identifier.issn00222380
dc.identifier.urihttp://scholarbank.nus.edu.sg/handle/10635/44763
dc.description.abstractThe scope and purpose of this special issue is to draw interconnections between domains of strategy and strategic management research. Specifically, we initially conceptualized this special issue with two goals in mind: (1) to highlight and bridge intersections between strategy theories and bodies of scholarship; and (2) to advance and mainstream ways in which an explicit organizational dimension can be fostered in strategy and strategic management research. The papers selected for the issue capture this set of aspirations in various ways, and, as such, they collectively offer a foundation for extending strategy and strategic management research in exciting new directions. We start our introduction by providing a brief overview of the contributions provided by each paper in the context of three broad strategy themes: strategy and process; resources and organizational growth; and environment and institutional context. We subsequently discuss the potential for integration of research across these themes, and highlight the importance of what we define as bridging and umbrella constructs that are able to connect various strategy and organizational phenomena in coherent and meaningful ways. We elaborate the important distinction between these two constructs and their respective roles within theory development, and use that to drive and articulate directions for further research. © 2011 The Authors. Journal of Management Studies © 2011 Blackwell Publishing Ltd and Society for the Advancement of Management Studies.
dc.description.urihttp://libproxy1.nus.edu.sg/login?url=http://dx.doi.org/10.1111/j.1467-6486.2010.01000.x
dc.sourceScopus
dc.typeArticle
dc.contributor.departmentSTRATEGY AND POLICY
dc.description.doi10.1111/j.1467-6486.2010.01000.x
dc.description.sourcetitleJournal of Management Studies
dc.description.volume48
dc.description.issue5
dc.description.page933-952
dc.identifier.isiut000292476600001
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