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Full-Text Articles in Business
Is There A Strategic Organization In The Behavioral Theory Of The Firm? Looking Back And Looking Forward, Henrich R. Greve, Cyndi Man Zhang
Is There A Strategic Organization In The Behavioral Theory Of The Firm? Looking Back And Looking Forward, Henrich R. Greve, Cyndi Man Zhang
Research Collection Lee Kong Chian School Of Business
In the 20 years of Strategic Organization, how well has knowledge drawn from the behavioral theory of the firm contributed to the field of strategy? We see progress both in the pages of SO! and elsewhere in the field of strategy, but this progress has been held back by divisions between strategy and organization theory in what theories should predict, what mechanisms are preferable predictors, and what outcomes are of interest. Despite these divisions, the last few years have seen particularly rapid progress, turning the behavioral theory of the firm into one of multiple organization theory sources of strategy knowledge. …
Differentiating Knowledge Processes In Organisational Learning: A Case Of ‘Two Solitudes’, Siu Loon Hoe, Steven L. Mcshane
Differentiating Knowledge Processes In Organisational Learning: A Case Of ‘Two Solitudes’, Siu Loon Hoe, Steven L. Mcshane
Research Collection School Of Computing and Information Systems
The fields of organizational behaviour (OB)/strategy and marketing have taken different paths over the past two decades to understanding organisational learning. OB/strategy has been pre-occupied with theory development and case study illustrations, whereas marketing research has taken a highly quantitative path. Although relying on essentially the same foundation theory, these two solitudes have had minimal cross-fertilisation. Furthermore, both fields tend to blur or usually ignore the distinction between structural and informal knowledge processes. The marketing literature, in particular, relies on the MARKOR scale, which measures structural knowledge processes. Informal knowledge acquisition and dissemination processes are almost completely ignored. The purpose …