دانلود رایگان مقاله لاتین توسعه استراتژی از سایت الزویر
عنوان فارسی مقاله:
توسعه استراتژی: محرک ابتکار در مالزی
عنوان انگلیسی مقاله:
Strategy development: Driving improvisation in Malaysia
سال انتشار : 2015
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بخشی از مقاله انگلیسی :
Despite rapid advances in information technology, access to full or near-full information is still realistically impossible as the opportunity costs and time costs of information generation, analysis, and interpretation is often too great (March, 1994). Given the nature of these demands and the limited timeframe in which decisions are typically made, it is unsurprising that managers’ information processing capacities are taxed or exceeded (Hodgkinson, Sadler-Smith, Burke, Claxton, & Sparrow, 2009). Managers’ capacities to make effective decisions are constrained by bounded rationality, whereby responses and strategic choices are made with respect to a very limited and simplified view of the real situation. This highlights the role of intuition as a means to deal with excessive information-processing demands, arriving at plausible courses of action based on ‘knowing how or what’ but without knowing why (Ahlstrom & Nair, 2000; Hodgkinson et al., 2009). Organisational decision making then is increasingly seen as intuitive, rarely rational and logical (Bakken, 2008), spontaneous (Vera & Crossan 2004), and reliant on novel ideas that are executed as they unfold (Moorman & Miner, 1998b), otherwise described as improvisation (see Nemkova et al., 2012).
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کلمات کلیدی:
Despite rapid advances in information technology, access to full or near-full information is still realistically impossible as the opportunity costs and time costs of information generation, analysis, and interpretation is often too great (March, 1994). Given the nature of these demands and the limited timeframe in which decisions are typically made, it is unsurprising that managers’ information processing capacities are taxed or exceeded (Hodgkinson, Sadler-Smith, Burke, Claxton, & Sparrow, 2009). Managers’ capacities to make effective decisions are constrained by bounded rationality, whereby responses and strategic choices are made with respect to a very limited and simplified view of the real situation. This highlights the role of intuition as a means to deal with excessive information-processing demands, arriving at plausible courses of action based on ‘knowing how or what’ but without knowing why (Ahlstrom & Nair, 2000; Hodgkinson et al., 2009). Organisational decision making then is increasingly seen as intuitive, rarely rational and logical (Bakken, 2008), spontaneous (Vera & Crossan 2004), and reliant on novel ideas that are executed as they unfold (Moorman & Miner, 1998b), otherwise described as improvisation (see Nemkova et al., 2012).
