{"title":"组织的紧急战略发展","authors":"Alexis Downs, Rita A. Durant, A. Carr","doi":"10.1207/S15327000EM050204","DOIUrl":null,"url":null,"abstract":"The professional field of strategic management distinguishes several different schools, among them the prescriptive and emergent approaches (Lynch, 2000). Although theorists distinguish different approaches (e.g., Idenburg, 1993; Mintzberg, 1987), in order to look more closely at emergence in strategic processes we highlight the distinctions between the rational planning and emergent schools, particularly in regard to issues of language and time.","PeriodicalId":240163,"journal":{"name":"Emergence: Complexity and Organization","volume":"21 1","pages":"0"},"PeriodicalIF":0.0000,"publicationDate":"2003-06-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":"26","resultStr":"{\"title\":\"Emergent Strategy Development for Organizations\",\"authors\":\"Alexis Downs, Rita A. Durant, A. Carr\",\"doi\":\"10.1207/S15327000EM050204\",\"DOIUrl\":null,\"url\":null,\"abstract\":\"The professional field of strategic management distinguishes several different schools, among them the prescriptive and emergent approaches (Lynch, 2000). Although theorists distinguish different approaches (e.g., Idenburg, 1993; Mintzberg, 1987), in order to look more closely at emergence in strategic processes we highlight the distinctions between the rational planning and emergent schools, particularly in regard to issues of language and time.\",\"PeriodicalId\":240163,\"journal\":{\"name\":\"Emergence: Complexity and Organization\",\"volume\":\"21 1\",\"pages\":\"0\"},\"PeriodicalIF\":0.0000,\"publicationDate\":\"2003-06-01\",\"publicationTypes\":\"Journal Article\",\"fieldsOfStudy\":null,\"isOpenAccess\":false,\"openAccessPdf\":\"\",\"citationCount\":\"26\",\"resultStr\":null,\"platform\":\"Semanticscholar\",\"paperid\":null,\"PeriodicalName\":\"Emergence: Complexity and Organization\",\"FirstCategoryId\":\"1085\",\"ListUrlMain\":\"https://doi.org/10.1207/S15327000EM050204\",\"RegionNum\":0,\"RegionCategory\":null,\"ArticlePicture\":[],\"TitleCN\":null,\"AbstractTextCN\":null,\"PMCID\":null,\"EPubDate\":\"\",\"PubModel\":\"\",\"JCR\":\"\",\"JCRName\":\"\",\"Score\":null,\"Total\":0}","platform":"Semanticscholar","paperid":null,"PeriodicalName":"Emergence: Complexity and Organization","FirstCategoryId":"1085","ListUrlMain":"https://doi.org/10.1207/S15327000EM050204","RegionNum":0,"RegionCategory":null,"ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":null,"EPubDate":"","PubModel":"","JCR":"","JCRName":"","Score":null,"Total":0}
The professional field of strategic management distinguishes several different schools, among them the prescriptive and emergent approaches (Lynch, 2000). Although theorists distinguish different approaches (e.g., Idenburg, 1993; Mintzberg, 1987), in order to look more closely at emergence in strategic processes we highlight the distinctions between the rational planning and emergent schools, particularly in regard to issues of language and time.
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