Collective Strategy: Vice or Virtue?

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.

[1]  W. Graham Astley,et al.  Toward an Appreciation of Collective Strategy , 1984 .

[2]  H. Igor Ansoff,et al.  Implanting Strategic Management , 1984 .

[3]  Robert A. Burgelman.  Corporate Entrepreneurship and Strategic Management: Insights from a Process Study , 1983 .

[4]  Rudi K. F. Bresser,et al.  Dysfunctional Effects of Formal Planning: Two Theoretical Explanations. , 1983 .

[5]  C. Fombrun,et al.  Collective Strategy: Social Ecology of Organizational Environments. , 1983 .

[6]  C. Fombrun,et al.  Beyond corporate strategy. , 1983, Journal of Business Strategy.

[7]  Charles J. Fombrun,et al.  The Telecommunications Community: An Institutional Overview , 1982 .

[8]  John A. Pearce,et al.  Strategic management : strategy formulation and implementation , 1982 .

[9]  Ed Blount.  NEW DIRECTIONS IN THE FINANCIAL SERVICES INDUSTRY , 1982 .

[10]  William H. Starbuck,et al.  CONGEALING OIL: INVENTING IDEOLOGIES TO JUSTIFY ACTING IDEOLOGIES OUT , 1982 .

[11]  B. M. Staw.  The Escalation of Commitment To a Course of Action , 1981 .

[12]  B. Hedberg.  How Organizations Learn and Unlearn , 1981 .

[13]  R. Golembiewski.  Macro organizational behavior , 1980 .

[14]  J. Pfeffer,et al.  The External Control of Organizations. , 1978 .

[15]  Ernest A. Kallman,et al.  The motor freight industry—A case against planning , 1978 .

[16]  Charles W. Hofer,et al.  Strategy formulation : analytical concepts , 1978 .

[17]  B. Hedberg,et al.  Responding to Crises , 1978 .

[18]  R. Hall.  Patterns of Interorganizational Relationships. , 1977 .

[19]  J. Kenneth Benson,et al.  Organizations: A Dialectical View. , 1977 .

[20]  W. Heydebrand.  Organizational Contradictions in Public Bureaucracies: Toward a Marxian Theory of Organizations* , 1976 .

[21]  N. KhandwallaP.  Properties of Competing Organizations , 1976 .

[22]  P. Nystrom,et al.  Camping on Seesaws: Prescriptions for a Self-Designing Organization , 1976 .

[23]  Jay R. Galbraith.  Designing Complex Organizations , 1973 .

[24]  I. Janis.  Victims Of Groupthink , 1972 .

[25]  G. Bateson.  Steps to an Ecology of Mind , 1972 .

[26]  F. Scherer,et al.  Industrial Market Structure and Economic Performance. , 1971 .

[27]  M. Cornforth.  Materialism and the Dialectical Method , 1971 .

[28]  W. Ashby,et al.  Every Good Regulator of a System Must Be a Model of That System , 1970 .

[29]  C. Perrow.  Organizational Analysis: A Sociological View , 1970 .

[30]  K. Weick.  The social psychology of organizing , 1969 .

[31]  James D. Thompson.  Organizations in Action , 1967 .

[32]  Oliver E. Williamson,et al.  A Dynamic Theory of Interfirm Behavior , 1965 .

[33]  E. Trist,et al.  The Causal Texture of Organizational Environments , 1965 .

[34]  E. Johnsen.  Richard M. Cyert & James G. March, A Behavioral Theory of The Firm, Prentice-Hall, Inc., Englewood Cliffs, New Jersey, 1963, 332 s. , 1964 .

[35]  M. Shubik,et al.  A Behavioral Theory of the Firm. , 1964 .

[36]  Magoroh Maruyama,et al.  THE SECOND CYBERNETICS Deviation-Amplifying Mutual Causal Processes , 1963 .

[37]  Market structure, organization, and performance , 1962 .

[38]  C. Perrow.  Organizational Prestige: Some Functions and Dysfunctions , 1961, American Journal of Sociology.