Collective Strategy: Vice or Virtue?

Bresser, Rudi K.; Harl, Johannes E.
April 1986
Academy of Management Review;Apr1986, Vol. 11 Issue 2, p408
Academic Journal
This study examines opportunities and risks of collective strategies. Some dysfunctional outcomes of collective strategies include their tendencies: to reduce strategic flexibility; to increase the impact of external disturbances; to lower organizational adaptability; and to attract new entrants. A model is developed which provides an integrated analysis of the consequences of collective strategy; it highlights the dialectical relationship between collective and competitive strategies. Possibilities for avoiding or muting the dysfunctions of collective strategies are discussed.


Related Articles

  • Organisation Theory and the Ethics of Participation. Cludts, Stephan // Journal of Business Ethics;Sep99, Vol. 21 Issue 2/3, p157 

    An ethical evaluation of employee participation to decision-making has to be based, obviously, on a theory about ethics, but also on an understanding of the role and the impact of participation in the organisation. This paper aims at sketching different organisational paradigms, and analysing...

  • The Structure of Long-Range Planning Groups. Litschert, Robert J. // Academy of Management Journal;Mar1971, Vol. 14 Issue 1, p33 

    A survey of 28 companies in 4 industrial settings suggests that, while remaining relatively small and at the upper levels of the organizational hierarchy, long-range planning groups have undergone substantial structural modifications during the last decade. The influence of technology en the...

  • MARKETING NICHE ENTRY DECISIONS: COMPETITION, LEARNING, AND STRATEGY IN TOKYO BANKING, 1894-1936. Greve, Henrich R. // Academy of Management Journal;Oct2000, Vol. 43 Issue 5, p816 

    An organization's choice of a branch location can be analyzed as a market niche entry decision. This study builds theory on how an organization's decision makers evaluate market niches on the basis of competitive environment, learning from others, the organization's own experience, and proactive...

  • A Field Evaluation of Perspectives on Organizational Decision Making. Pinfield, Lawrence T. // Administrative Science Quarterly;Sep86, Vol. 31 Issue 3, p365 

    A field study of a decision process in the Canadian government bureaucracy is used to evaluate two perspectives on strategic decision processes. The first views decision processes as structured, as they follow an orderly but iterative progression from problem recognition to resolution; the...

  • A Model of Task Group Development in Complex Organizations and a Strategy of Implementation. Heinen, J. Stephen; Jacobson, Eugene // Academy of Management Review;Oct76, Vol. 1 Issue 4, p98 

    An intervention strategy for development of an industrial work group is proposed from a four stage model of group development. The group is distinguished from therapy and sensitivity groups in terms of its problem solving task purpose. The model reflects emphasis upon task structure rather than...

  • Strategy from the Inside Out: BUILDING CAPABILITY-CREATING ORGANIZATIONS. Miller, Danny; Eisenstat, Russell; Foote, Nathaniel // California Management Review;Spring2002, Vol. 44 Issue 3, p37 

    While popular brands and unique capabilities help sustain a company's competitive advantage, they cannot be built by imitation. Managers have been able to develop sustainable capabilities not by emulating others, but by using their organizational designs and processes to identify, build on, and...

  • ORGANIZATIONAL BEHAVIOR. Chaneta, I. // Journal of Comprehensive Research;2010, Vol. 8, p13 

    Mullins (2005) defines organizational behavior as the study and understanding of individual and group behavior and patterns of structure in order to help improve organizational performance and effectiveness. Cole (1998) states that organizational behavior is a term applied to the systematic...

  • THE ANALYSIS OF GOALS IN COMPLEX ORGANIZATIONS. Perrow, Charles // American Sociological Review;Dec61, Vol. 26 Issue 6, p854 

    An understanding of organizational behavior requires close examination of the goals of the organization reflected in operating policies. To reach a first approximation of operative goals, a scheme is proposed which links technology and growth stages to major task areas--capital,...

  • The Organization Structure Decision: An Empirical Investigation. Montanari, John R. // Academy of Management Proceedings (0065-0668);1980, p256 

    Prior structural decision making literature proposed that unit size, technology or environment determine the appropriate structural design. Managerial discretion was incorporated into the structural decision making paradigm. Results of a preliminary test indicated that: (1) managerial factors...


Read the Article


Sorry, but this item is not currently available from your library.

Try another library?
Sign out of this library

Other Topics