Theoretical Perspectives of Strategic Behavior

David B. Zoogah

Chapter 1 in Strategic Followership, 2014, pp 17-37 from Palgrave Macmillan

Abstract: Abstract The diversity and frequency of major organizational problems lead some scholars to consider organizations as “ailing” institutions that need some cure. The problems tend to drive organizations toward failure. When the problems are resolved, the organization is “healed.” Followers have been implicated in both “ailing” and “healing” conditions of organizations. As I discuss in this chapter, followers can contribute to restoring or advancing the states of organizations. Those contributions are strategic. Followers contribute strategically to organizations through their restorative and transcendent behaviors (more on these in Chapter 3). Briefly, restorative behaviors are corrective actions; they have a curative effect. Transcendent behaviors are uncommon positive behaviors that arise from followers’ normative standards. Unlike restorative behaviors, transcendent behaviors focus on flourishing outcomes. They generate extraordinary outcomes that advance organizations. Together they shape organizational outcomes. As I mentioned in the introduction and discuss in greater detail in Chapters 4 and 5, both restorative and transcendent behaviors contribute to organizational effectiveness by influencing strategic outcomes. Thus, they constitute two major forms of strategic behavior.

Keywords: Mental Model; Theoretical Perspective; Strategic Behavior; Strategic Choice; Strategic Interaction (search for similar items in EconPapers)
Date: 2014
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Persistent link: https://EconPapers.repec.org/RePEc:pal:palchp:978-1-137-35442-6_2

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DOI: 10.1057/9781137354426_2

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