Sequence of thinking and acting in strategy making

Joaquim Vilà () and Juan I. Canales
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Joaquim Vilà: IESE Business School, Postal: IESE Business School. Research Division, Av Pearson 21, 08034 Barcelona, SPAIN
Juan I. Canales: IESE Business School, Postal: IESE Business School. Research Division, Av Pearson 21, 08034 Barcelona, SPAIN

No D/436, IESE Research Papers from IESE Business School

Abstract: This paper gives an answer to the continuing emergent-deliberate debate. Thinking and acting are two outstanding features of this controversy. What is needed in the field is a framework that can explain under what circumstances each of these two features takes place along the strategy-making process. The focus of the paper is on the sequence of thinking and acting in the strategy-making process. A framework is developed to show how thinking co-evolves with action in a succession of strategic activities. Within boundaries, strategic activities are carried forward by social automatic behaviour, following a set pattern. Yet, when an action crosses a certain threshold, a different condition of awareness is achieved. Similarly, thought can cross an equivalent threshold, giving rise to consciousness. Either condition enhances the organization's ability to make changes in the direction of its strategic activity.

Keywords: strategy-making process; strategic activities (search for similar items in EconPapers)
JEL-codes: M10 M19 (search for similar items in EconPapers)
Pages: 15 pages
Date: 2001-05-24
New Economics Papers: this item is included in nep-cbe, nep-com and nep-evo
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Persistent link: https://EconPapers.repec.org/RePEc:ebg:iesewp:d-0436

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