开放企业政治战略——一种制度性的工作方法

IF 7.4 2区 管理学 Q1 BUSINESS
Andrew Barron
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引用次数: 0

摘要

我运用制度的视角来探索制药公司的战略家如何成功地将管理人员纳入公司政治活动(CPA)的制定和实施中。我将这些战略家描述为制度载体,在将有利于包容性CPA流程的新行业规范引入排他性战略实践盛行的组织环境时,他们面临着心态、技能和承诺相关的障碍。他们通过制定制度工作的具体实例来减少这种制度逻辑对抗所产生的障碍。战略家的专业知识和社会资本促进了他们进行文化和技术工作的能力,这些工作旨在改变管理者对CPA的看法,并赋予他们设计和实施新形式政治行动的能力。在没有等级权威的情况下,他们利用个人特质——主要是他们的毅力——制定更具挑战性的政治工作,旨在重新配置组织规则,增加对注册会计师的承诺。我扩展了对开放式战略的理解,探索了管理者在复杂和不确定的战略活动中的作用,并为战略家如何管理个人层面的约束来实现开放式战略提供了新的见解。我在注册会计师文献的基础上,打开了公司政治战略的黑盒子,并揭露了政治战略家是推动公司战略变革的内部游说者。
本文章由计算机程序翻译,如有差异,请以英文原文为准。
Opening up corporate political strategizing – An institutional work approach

I apply an institutional lens to explore how strategists in a pharmaceuticals firm successfully include managers in the formulation and implementation of corporate political activity (CPA). I depict these strategists as institutional carriers who face mindset-, skills-, and commitment-related barriers when importing new industry norms favoring inclusive CPA processes into an organizational setting where exclusive strategic practices prevail. They reduce barriers resulting from this confrontation of institutional logics by enacting specific instances of institutional work. Strategists' ability to perform cultural and technical work aimed at shifting managers’ perceptions about CPA and empowering them to design and conduct new forms of political action is facilitated by their expertise and social capital. In the absence of hierarchical authority, they draw on personality traits – chiefly, their perseverance – to enact more challenging political work aimed at reconfiguring organizational rules and increasing commitment to CPA. I stretch understandings of open strategy by exploring the inclusion of managers in a complex and uncertain strategic activity previously overlooked, and providing new insights into how strategists manage individual-level constraints to open strategizing. I build on CPA literature by opening up the black box of corporate political strategizing and exposing political strategists as internal lobbyists who drive strategic change in firms.

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来源期刊
CiteScore
13.00
自引率
7.10%
发文量
75
期刊介绍: Long Range Planning (LRP) is an internationally renowned journal specializing in the field of strategic management. Since its establishment in 1968, the journal has consistently published original research, garnering a strong reputation among academics. LRP actively encourages the submission of articles that involve empirical research and theoretical perspectives, including studies that provide critical assessments and analysis of the current state of knowledge in crucial strategic areas. The primary user base of LRP primarily comprises individuals from academic backgrounds, with the journal playing a dual role within this community. Firstly, it serves as a platform for the dissemination of research findings among academic researchers. Secondly, it serves as a channel for the transmission of ideas that can be effectively utilized in educational settings. The articles published in LRP cater to a diverse audience, including practicing managers and students in professional programs. While some articles may focus on practical applications, others may primarily target academic researchers. LRP adopts an inclusive approach to empirical research, accepting studies that draw on various methodologies such as primary survey data, archival data, case studies, and recognized approaches to data collection.
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