Organisatsioon kui allsüsteemide võrgustik ja õppiv süsteem on organisatsioonide erialakirjanduses juba üle poole sajandi mõtteainet andnud. Siinviidatu on huvipakkuv eeskätt põhjusel, et võtab strateegilise juhtimise perspektiivi. Tekst võiks huvi pakkuda kõikidele organisatsioonihuvilistele, kuid kindlasti nendele, kes juhtimise eest töötasu vastu võtavad.

Kontekstiks:

“Recently, the review by Davis and DeWitt (2021) made the related point that the fields of strategy and organization theory rarely interact.” (Greve and Zhang, 2022, p. 1)

Fookuse sättimine:

“A good starting point is that Strategic Organization (hereafter SO!) has articles that combine the two to make strong contributions. The individual-level foundations of the behavioral theory of the firm (hereafter BTF)1 has been extended with research showing how individuals have different approaches to problemistic search (Banerjee et al., 2019). The organizational behaviors hypothesized in BTF have been supported and extended by research on how firms explore when entering new product markets (Hoang and Ener, 2015). […] Organizational and individual level theory has been merged to form theory on how performance feedback and risk taking is influenced by the top management team, with supporting evidence (Kolev and McNamara, 2020).” (Greve and Zhang, 2022, p. 2)

Siinse voo lugejatele tuttav dilemma: kas preskriptiivne või deskriptiivne?

“Although the field of strategy has largely moved away from prescriptive theory outlining how firms can best win competitive battles of various kinds, it still has a strong forward-looking emphasis that differs greatly from how most BTF research emphasizes learning from experience (but see Gavetti and Levinthal, 2000).” (Greve and Zhang, 2022, p. 2)

Organisatsiooni struktuur, võimusuhted ja õppimisvõime:

“Goals trigger and direct search, and subunit structures determine who is responsible for the search (Greve, 2018). Examination of organizational structure has been surprisingly slow given the great interest in structures in early organization theory (e.g. March and Simon, 1958), and perhaps also because the list of questions to explore is surprisingly long. […] We already know, however, that the combination of authority and power structures with goals affects organizational learning (Gaba and Joseph, 2013). […] Even when organizations share goals, they address problems differently because the search for a solution to problems (or pursuit of opportunities) happens in a context, and the structuration of an organization into subunits that exchange information shapes this context (Schulz, 2001).” (Greve and Zhang, 2022, p. 4)

Tuntud nähtuse vähetuntud aspektid:

“It is common knowledge that the switch to an environmental focus in organizational theory took place in the 1970s (Scott, 1987), after Cyert and March (1963). It is less well recognized that because search for solutions was a central focus of Cyert and March (1963), the book contained theory on the initiation of search and case studies on how search proceeded to a decision (or nondecision).” (Greve and Zhang, 2022, p. 6)

Lugemishuvi suurendav vihje intra- ja interdistsiplinaarsest arengust.

“The growth of research establishing these four features of the strategic organization is obviously not dependent on any single journal. Nor can it be. The necessary research streams are too large to be accommodated by any single journal.” (Greve & Zhang, 2022, p. 7)

Greve, H. R., & Zhang, C. M. (2022). Is there a strategic organization in the behavioral theory of the firm? Looking back and looking forward. Strategic Organization, 1–11. https://doi.org/10.1177/14761270221115032