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Strategic issue management
2 references·16 citing·43 second hop
Strategic issue management (1980)Strategic issue managementStrategic Management (1979)Strategic ManagementManaging Strategic Surprise by Response to Weak Signals (1975)Managing Strategic Surprise b…Corporate foresight and its impact on firm performance: A longitudinal analysis (2018)Corporate foresight and its i…Strategy processes and practices: Dialogues and intersections (2017)Strategy processes and practi…Entrepreneurial leadership, capabilities and firm growth (2015)Entrepreneurial leadership, c…Corporate foresight: An emerging field with a rich tradition (2015)Corporate foresight: An emerg…Strategic Cognition and Issue Salience: Toward an Explanation of Firm Responsiveness to Stakeholder Concerns (2012)Strategic Cognition and Issue…Emotional Dynamics and Strategizing Processes: A Study of Strategic Conversations in Top Team Meetings (2012)Emotional Dynamics and Strate…The Cognitive Perspective in Strategy: An Integrative Review (2010)The Cognitive Perspective in …Corporate foresight: Its three roles in enhancing the innovation capacity of a firm (2010)Corporate foresight: Its thre…Drivers of Corporate Social Responsibility: the Role of Formal Strategic Planning and Firm Culture (2009)Drivers of Corporate Social R…Building corporate social responsibility into strategy (2009)Building corporate social res…Strategies for managing human resource diversity: From resistance to learning (1999)Strategies for managing human…TESTING A MODEL OF ORGANIZATIONAL RESPONSE TO SOCIAL AND POLITICAL ISSUES. (1994)TESTING A MODEL OF ORGANIZATI…Strategy Formulation: The Impact of National Culture (1989)Strategy Formulation: The Imp…THE PROCESSING OF CRISIS AND NON‐CRISIS STRATEGIC ISSUES (1986)THE PROCESSING OF CRISIS AND …ENVIRONMENTS AS MODERATORS OF THE RELATIONSHIP BETWEEN STRATEGY AND PERFORMANCE. (1986)ENVIRONMENTS AS MODERATORS OF…Toward understanding strategic issue diagnosis (1983)Toward understanding strategi…The social psychology of organizing (1969)Organizational Strategy, Structure, and Process (1978)The Social Psychology of Organizations. (1979)ASSESSING PORTER'S (1980) MODEL IN TERMS OF ITS GENERALIZABILITY, ACCURACY AND SIMPLICITY (1993)Antecedents and consequences of cross-functional cooperation: A comparison of R&D, manufacturing, and marketing perspectives (1997)The Moderating Effect of Environmental Munificence and Dynamism on the Relationship Between Discretionary Social Responsibility and Firm Performance (2004)Institutionalized Organizations: Formal Structure as Myth and Ceremony (1977)The Iron Cage Revisited: Institutional Isomorphism and Collective Rationality in Organizational Fields (1983)Social responsibility and corporate web pages: Self-presentation or agenda-setting? (1998)WORK-FAMILY HUMAN RESOURCE BUNDLES AND PERCEIVED ORGANIZATIONAL PERFORMANCE. (2000)The iron cage revisited institutional isomorphism and collective rationality in organizational fields (2004)What (Not) to Expect When Surveying Executives (2006)Firm Resources and Sustained Competitive Advantage (1991)Dynamic capabilities and strategic management (1997)Firm resources and sustained competitive advantage (2004)The Impact of Strategic Relevance and Assurance of Sustainability Indicators on Investors' Decisions (2014)Corporate social responsibility and firm value: Do firm size and age matter? Empirical evidence from European listed companies (2019)Conceptual Framework for the Strategic Management: A Literature Review—Descriptive (2020)The Structure of Scientific Revolutions (1963)The Structure of Scientific Revolutions (1963)The Framing of Decisions and the Psychology of Choice (1981)INTERPRETING STRATEGIC ISSUES: EFFECTS OF STRATEGY AND THE INFORMATION-PROCESSING STRUCTURE OF TOP MANAGEMENT TEAMS. (1990)Social Issues in Management: Theory and Research in Corporate Social Performance (1991)Using triangulation to validate themes in qualitative studies (2009)Dynamic capabilities: what are they? (2000)Explicating dynamic capabilities: the nature and microfoundations of (sustainable) enterprise performance (2007)The nature of strategic foresight research: A systematic literature review (2016)Building dynamic capabilities to cope with environmental uncertainty: The role of strategic foresight (2020)Building Theories from Case Study Research (1989)CEO Attributes and Firm Performance: A Sequential Mediation Process Model (2018)Lean Startup and the business model: Experimenting for novelty and impact (2019)Mutualism and the dynamics of new platform creation: A study of Cisco and fog computing (2020)Social, Behavioral, and Cognitive Influences on Upper Echelons During Strategy Process (2015)How global is international CSR research? Insights and recommendations from a systematic review (2017)Taming Wicked Problems: The Role of Framing in the Construction of Corporate Social Responsibility (2015)Managing Carbon Aspirations: The Influence of Corporate Climate Change Targets on Environmental Performance (2017)CEO Sociopolitical Activism: A Stakeholder Alignment Model (2019)Chief executive scanning, environmental characteristics, and company performance: An empirical study (1988)How dynamic can organizational capabilities be? Towards a dual‐process model of capability dynamization (2007)Organizational Response to Adversity: Fusing Crisis Management and Resilience Research Streams (2017)Strategy implementation versus middle management self‐interest (1986)Critique of Henry Mintzberg's ‘The design school: Reconsidering the basic premises of strategic management’ (1991)What to do next? The case for non‐predictive strategy (2006)
this work references cited by second hop

References

  • 1975Managing Strategic Surprise by Response to Weak Signals1,218 cited
  • 1979Strategic Management838 cited

Cited by

  • 1994TESTING A MODEL OF ORGANIZATIONAL RESPONSE TO SOCIAL AND POLITICAL ISSUES.580 cited
  • 2012Strategic Cognition and Issue Salience: Toward an Explanation of Firm Responsiveness to Stakeholder Concerns475 cited
  • 1983Toward understanding strategic issue diagnosis455 cited
  • 2010The Cognitive Perspective in Strategy: An Integrative Review390 cited
  • 2009Building corporate social responsibility into strategy389 cited
  • 1986ENVIRONMENTS AS MODERATORS OF THE RELATIONSHIP BETWEEN STRATEGY AND PERFORMANCE.373 cited
  • 2015Corporate foresight: An emerging field with a rich tradition359 cited
  • 2017Strategy processes and practices: Dialogues and intersections340 cited
  • 2009Drivers of Corporate Social Responsibility: the Role of Formal Strategic Planning and Firm Culture338 cited
  • 2018Corporate foresight and its impact on firm performance: A longitudinal analysis337 cited
  • 2010Corporate foresight: Its three roles in enhancing the innovation capacity of a firm322 cited
  • 1999Strategies for managing human resource diversity: From resistance to learning309 cited

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2012
Emotional Dynamics and Strategizing Processes: A Study of Strategic Conversations in Top Team Meetings
305 cited
  • 2015Entrepreneurial leadership, capabilities and firm growth282 cited
  • 1989Strategy Formulation: The Impact of National Culture279 cited
  • 1986THE PROCESSING OF CRISIS AND NON‐CRISIS STRATEGIC ISSUES278 cited