Acting From Within

Johan Roos

Chapter 14 in Thinking from Within, 2006, pp 227-236 from Palgrave Macmillan

Abstract: Abstract ln this book we have described and illustrated a way of practising strategy (thinking and doing) appropriate for developing new outcomes to meet new circumstances: Thinking from Within. By definition, this type of strategy practice is not for all managers all the time. It is suitable for those managers who aspire to realize the potential benefits discussed in Chapters 9–13: escaping the conventional flatland of papers, computer screens and whiteboards; the opportunity to naturally develop and adapt organizational identity; experience peak performance; encouraging more authenticity; and develop a habit to act wisely. If circumstances are stable and we do not need or seek new outcome, ‘prescribed’ strategy is often adequate and we can calmly retain the routine of repeating the same analyses we did the last time. The problem is that such calm circumstances are becoming more endangered by the minute. Perhaps this is why so many scholars have pointed out the need for new ways of thinking and doing strategy.

Keywords: Organizational Identity; Transaction Cost Economic; Sonal Preference; Plate Section; Strategy Practice (search for similar items in EconPapers)
Date: 2006
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Persistent link: https://EconPapers.repec.org/RePEc:pal:palchp:978-0-230-59741-9_14

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DOI: 10.1057/9780230597419_14

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