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dc.contributor.authorKratochvil, Renate
dc.contributor.authorGruenauer, Johanna
dc.contributor.authorFriesl, Martin
dc.contributor.authorGüttel, Wolfgang
dc.date.accessioned2023-05-16T11:46:06Z
dc.date.available2023-05-16T11:46:06Z
dc.date.created2022-09-23T11:07:32Z
dc.date.issued2022
dc.identifier.issn0024-6301
dc.identifier.urihttps://hdl.handle.net/11250/3068191
dc.description.abstractUsing ‘simple rules’ may enable managers to take organizational decisions more rapidly. While prior research presents advantages of simple rule use during strategy formation, we lack insights into how firms can deliberately create simple rules and mitigate the challenges therein. This is particularly interesting for established firms struggling to leverage their wealth of experience. We explore how managers of a multinational corporation deliberately create and use simple rules to implement the firm’s growth strategy. Drawing on interviews and secondary data, we reveal the activities through which managers ensure the relevance and legitimacy of codified simple rules, yet also establish causality between simple rules and outcomes. Simple rule creation is accomplished via bottom-up identification and lateral validation, its use via consistent top-down guiding and timely adaptation. Our findings contribute to the growing body of research on the evolution of simple rules and aspects of strategy implementation more generally.en_US
dc.description.abstractDeliberate simple rule creation and use: Activities and challengesen_US
dc.language.isoengen_US
dc.publisherElsevieren_US
dc.rightsNavngivelse 4.0 Internasjonal*
dc.rights.urihttp://creativecommons.org/licenses/by/4.0/deed.no*
dc.subjectOpplevelseen_US
dc.subjectExperienceen_US
dc.subjectStrategi implementeringen_US
dc.subjectStrategy implementationen_US
dc.titleDeliberate simple rule creation and use: Activities and challengesen_US
dc.title.alternativeDeliberate simple rule creation and use: Activities and challengesen_US
dc.typePeer revieweden_US
dc.typeJournal articleen_US
dc.description.versionsubmittedVersionen_US
dc.description.versionpublishedVersionen_US
dc.subject.nsiVDP::Samfunnsvitenskap: 200en_US
dc.subject.nsiVDP::Social sciences: 200en_US
dc.subject.nsiVDP::Samfunnsvitenskap: 200en_US
dc.subject.nsiVDP::Social sciences: 200en_US
dc.source.volume56en_US
dc.source.journalLong range planningen_US
dc.source.issue1en_US
dc.identifier.doi10.1016/j.lrp.2022.102264
dc.identifier.cristin2054739
dc.relation.projectNorges forskningsråd: 282198en_US
cristin.ispublishedtrue
cristin.fulltextpreprint
cristin.fulltextoriginal
cristin.qualitycode1


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Navngivelse 4.0 Internasjonal
Except where otherwise noted, this item's license is described as Navngivelse 4.0 Internasjonal