Strategizing throughout the organization: Managing role conflict in strategic renewal

• 成果类型: Review
• 署名作者: Floyd, SW; Lane, PJ
• 署名单位: University of Connecticut; Arizona State University; Arizona State University-Tempe
• 刊物名称: ACADEMY OF MANAGEMENT REVIEW
• ISSN/ISSBN: 0363-7425
• DOI: 10.2307/259268
• 发表日期: 2000
• 页码: 154-177
• 关键词: MIDDLE MANAGEMENT INVOLVEMENT; INTERNATIONAL-JOINT-VENTURES; LARGE MULTIPRODUCT FIRMS; TOP MANAGEMENT; ROLE AMBIGUITY; SOCIALIZATION TACTICS; Competitive advantage; SELECTIVE PERCEPTION; decision-making; BUSINESS EXIT

摘要

Strategic renewal consists of three subprocesses (competence definition deployment, and modification). Within each subprocess. the roles of top-, middle- and operating-level managers differ in their time horizon, information requirements, and core values. Dissensus in managers' perceptions about the need for change creates strategic role conflicts within individual managers and between managerial roles. In this article we explain when and where strategic role conflict occurs and how organizational controls may be used to alleviate it.