The past decade has seen global business conditions affected by major socio-economic crises. These have highlighted a pressing need to build resilient organizational structures with effective responsive processes. Businesses are more exposed to uncertain and unknown factors, as well as significant environmental exposures, making the call for resilient and responsive capabilities ever more urgent.
The ability to engage in responsive strategy-making under rapid and potentially extreme environmental changes requires a leadership approach that prioritises specialized experiential knowledge of internal and external stakeholders and a capacity to develop organizational settings that enable collaborative ways of working.
Strategic Responses for a Sustainable Future considers how modern organizations can respond to deal with increasingly uncertain environmental conditions. Chapters cover adaptive processes to enhance responsiveness, the adoption of green and open strategies, as well as maverick methods of resource management and driving innovation, all with the aim of creating effective solutions that can sustain business growth and performance.
Chapter
1. Social Capital, Corporate Ethics and Social Progress; Daniel
Alonso-Martinez, Nuria Gonzįlez-Įlvarez, and Mariano Nieto Chapter
2. The
Role of Green Strategy Adoption in Driving Green Supply Chain Management
Practices; S. Maryam Masoumik and Salwa Hanim Abdul-Rashid
Chapter
3. Dynamic Adaptive Strategy-Making Processes for Enhanced Strategic
Responsiveness; Torben Juul Andersen
Chapter
4. Open Strategy: A Systematic Literature Review and Research Agenda;
Akwal Sunner, Aylin Ates, and Peter McKiernan
Chapter
5. How Resource-Deprived Mavericks Circumvent Central Control:
Walking or Stumbling on Two Feet?; Carsten Lund Pedersen and Torben Juul
Andersen
Chapter
6. Fear Not Your Mavericks! Their Bounded Non-Conformity and Positive
Deviance Helps Organizations Drive Change and Innovation; Ree Jordan,
Terrance W. Fitzsimmons, and Victor J. Callan
Chapter
7. The Distribution of Performance Data: Consistent Evidence of
(Extreme) Negative Outcomes; Martin Albęk and Torben Juul Andersen
Chapter
8. The Effects of Strategic Response Capabilities and Innovation on
Performance and Risk; Line Ettrich and Torben Juul Andersen
Torben Juul Andersen is Professor of Strategy and International Management and Director of the Global Strategic Responsiveness Initiative, Department of International Economics, Government and Business at the Copenhagen Business School, Denmark.
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