8.1 Strategizing and Strategy Making in Uncertain Times - Northern Europe Perspective

  • Svante Schriber Stockholm University
  • Krishna Venkitachalam Estonian Business School
Keywords: Strategizing, Uncertainty, Dynamics, Crisis, Strategy Making, Strategic Thinking

Abstract

How do firms and organizations remain competitive or increase their competitiveness under rapid and significant change? The global pandemic, with all its negative consequences, offers an ‘quasi experiment’ for studying the process and outcomes of how firms respond, adjust, or fail to adjust and/or respond to changing competitive conditions. Strategic management, a concept for the overarching view, offers a unique tool for bringing research together. This track, therefore, welcomes empirical and conceptual contributions on a broad range of topics that, broadly, connect to how firms strategize and strategically respond to uncertainties in their competitive landscape.

References

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Ritter T, Pedersen C. (2020). Analyzing the impact of the coronavirus crisis on business models. Industrial Marketing Management, 88(July): 214-224.

Schriber S, Degischer D. (2020). Disentangling acquisition experience: A multilevel analysis and future research agenda. Scandinavian Journal of Management, 36(2): 101097.

Tovstiga N, Tovstiga G. (2020). COVID-19: a knowledge and learning perspective. Knowledge Management Research & Practice, DOI: 10.1080/14778238.2020.1806749

Venkitachalam K, Willmott H. (2016). Determining strategic shifts between codification and personalization in operational environments. Journal of Strategy and Management, 9(1), 2-14.

Williamson O. (1991). Strategizing, Economizing, and Economic Organization. Strategic Management Journal, 12 (SI Winter) 75-94.
Published
2020-11-05