When Lives Are at Stake: Managing Temporal Complexity with a Strategy Process Repertoire

Published Online:https://doi.org/10.1287/orsc.2022.17173

References

  • Ancona DG, Chong CL (1996) Entrainment: Pace, cycle, and rhythm in organizational behavior. Res. Organ. Behav. 18:251–284.Google Scholar
  • Ancona DG, Okhuysen GA, Perlow LA (2001a) Taking time to integrate temporal research. Acad. Management Rev. 26(4):512–529.CrossrefGoogle Scholar
  • Ancona DG, Goodman PS, Lawrence BS, Tushman ML (2001b) Time: A new research lens. Acad. Management Rev. 26(4):645–663.CrossrefGoogle Scholar
  • Andersen TJ (2004) Integrating decentralized strategy making and strategic planning processes in dynamic environments. J. Management Stud. 41(8):1271–1299.CrossrefGoogle Scholar
  • Ashby WR (1956) An Introduction to Cybernetics (Chapman & Hall, London).CrossrefGoogle Scholar
  • Bansal P, Reinecke J, Suddaby R, Langley A (2022) Temporal work: The strategic organization of time. Strategic Organ. 20(1):6–19.CrossrefGoogle Scholar
  • Battilana J, Dorado S (2010) Building sustainable hybrid organizations: The case of commercial microfinance organizations. Acad. Management J. 53(6):1419–1440.CrossrefGoogle Scholar
  • Baum JR, Wally S (2003) Strategic decision speed and firm performance. Strategic Management J. 24(11):1107–1129.CrossrefGoogle Scholar
  • Beekun RI, Glick WH (2001) Organization structure from a loose coupling perspective: A multidimensional approach. Decision Sci. 32(2):227–250.CrossrefGoogle Scholar
  • Ben-Menahem SM, Kwee Z, Volberda HW, Van Den Bosch FA (2013) Strategic renewal over time: The enabling role of potential absorptive capacity in aligning internal and external rates of change. Long Range Planning 46(3):216–235.CrossrefGoogle Scholar
  • Bingham CB, Eisenhardt KM, Furr NR (2007) What makes a process a capability? Heuristics, strategy, and effective capture of opportunities. Strategic Entrepreneurship J. 1(1–2):27–47.CrossrefGoogle Scholar
  • Blagoev B, Schreyögg G (2019) Why do extreme work hours persist? Temporal uncoupling as a new way of seeing. Acad. Management J. 62(6):1818–1847.CrossrefGoogle Scholar
  • Blagoev B, Schreyögg G (2025) Eigenzeit: A new lens on temporal complexity. Acad. Management Rev. 50(1):93–113.CrossrefGoogle Scholar
  • Blagoev B, Hernes T, Schultz M, Kunisch S (2024) Time as a research lens: A conceptual review and research agenda. J. Management 50(6):2152–2196.CrossrefGoogle Scholar
  • Brown SL, Eisenhardt KM (1997) The art of continuous change: Linking complexity theory and time-paced evolution in relentlessly shifting organizations. Admin. Sci. Quart. 42(1):1–34.CrossrefGoogle Scholar
  • Brühwiler CF, Egli P, Sánchez Y (2019) The ICRC at a crossroads: Swiss roots—International outlook. Internat. J. Humanitarian Action 4:13.CrossrefGoogle Scholar
  • Burgelman RA (1983a) A model of the interaction of strategic behavior, corporate context, and the concept of strategy. Acad. Management Rev. 8(1):61–70.CrossrefGoogle Scholar
  • Burgelman RA (1983b) A process model of internal corporate venturing in the diversified major firm. Admin. Sci. Quart. 28(2):223–244.CrossrefGoogle Scholar
  • Burgelman RA (1991) Intraorganizational ecology of strategy making and organizational adaptation: Theory and field research. Organ. Sci. 2(3):239–262.LinkGoogle Scholar
  • Burgelman RA (2011) Bridging history and reductionism: A key role for longitudinal qualitative research. J. Internat. Bus. Stud. 42(5):591–601.CrossrefGoogle Scholar
  • Burgelman RA, Floyd SW, Laamanen T, Mantere S, Vaara E, Whittington R (2018) Strategy processes and practices: Dialogues and intersections. Strategic Management J. 39(3):531–558.CrossrefGoogle Scholar
  • Burgelman RA, Floyd SW, Laamanen T, Mantere S, Vaara E, Whittington R (2021) Strategy processes and practices. Duhaime IM, Hitt MA, Lyles MA, eds. Strategic Management: State of the Field and Its Future (Oxford University Press, Oxford, UK), 503–524.CrossrefGoogle Scholar
  • Chakravarthy BS, Doz Y (1992) Strategy process research: Focusing on corporate self‐renewal. Strategic Management J. 13(S1):5–14.CrossrefGoogle Scholar
  • Cloutier C, Langley A (2020) What makes a process theoretical contribution? Organ. Theory 1(1):1–32.Google Scholar
  • Danneels E (2003) Tight–Loose coupling with customers: The enactment of customer orientation. Strategic Management J. 24(6):559–576.CrossrefGoogle Scholar
  • Danneels E (2011) Trying to become a different type of company: Dynamic capability at Smith Corona. Strategic Management J. 32(1):1–31.CrossrefGoogle Scholar
  • Das TK (1987) Strategic planning and individual temporal orientation. Strategic Management J. 8(2):203–209.CrossrefGoogle Scholar
  • Das TK (1991) Time: The hidden dimension in strategic planning. Long Range Planning 24(3):49–57.CrossrefGoogle Scholar
  • Denis JL, Lamothe L, Langley A (2001) The dynamics of collective leadership and strategic change in pluralistic organizations. Acad. Management J. 44(4):809–837.CrossrefGoogle Scholar
  • Denis JL, Langley A, Rouleau L (2007) Strategizing in pluralistic contexts: Rethinking theoretical frames. Human Relations 60(1):179–215.CrossrefGoogle Scholar
  • Dess GG, Lumpkin GT, Covin JG (1997) Entrepreneurial strategy making and firm performance: Tests of contingency and configurational models. Strategic Management J. 18(9):677–695.CrossrefGoogle Scholar
  • Dibrell C, Fairclough S, Davis PS (2015) The impact of external and internal entrainment on firm innovativeness: A test of moderation. J. Bus. Res. 68(1):19–26.CrossrefGoogle Scholar
  • Dille T, Hernes T, Vaagaasar AL (2023) Stuck in temporal translation? Challenges of discrepant temporal structures in interorganizational project collaboration. Organ. Stud. 44(6):867–888.CrossrefGoogle Scholar
  • Eisenhardt KM (1989) Making fast strategic decisions in high-velocity environments. Acad. Management J. 32(3):543–576.CrossrefGoogle Scholar
  • Eisenhardt KM, Graebner ME (2007) Theory building from cases: Opportunities and challenges. Acad. Management J. 50(1):25–32.CrossrefGoogle Scholar
  • Eisenhardt KM, Graebner ME, Sonenshein S (2016) Grand challenges and inductive methods: Rigor without rigor mortis. Acad. Management J. 59(4):1113–1123.CrossrefGoogle Scholar
  • Gartenberg C, Prat A, Serafeim G (2019) Corporate purpose and financial performance. Organ. Sci. 30(1):1–18.LinkGoogle Scholar
  • Garud R, Tuertscher P, Van de Ven AH (2013) Perspectives on innovation processes. Acad. Management Ann. 7(1):775–819.CrossrefGoogle Scholar
  • Geiger D, Danner-Schröder A, Kremser W (2021) Getting ahead of time—Performing temporal boundaries to coordinate routines under temporal uncertainty. Admin. Sci. Quart. 66(1):220–264.CrossrefGoogle Scholar
  • George G, Howard-Grenville J, Joshi A, Tihanyi L (2016) Understanding and tackling societal grand challenges through management research. Acad. Management J. 59(6):1880–1895.CrossrefGoogle Scholar
  • Gioia DA, Corley KG, Hamilton AL (2012) Seeking qualitative rigor in inductive research: Notes on the Gioia methodology. Organ. Res. Methods 16(1):15–31.CrossrefGoogle Scholar
  • Glaser BG, Strauss AL (1967) Discovery of Grounded Theory: Strategies for Qualitative Research (Aldine, Chicago).Google Scholar
  • Grant RM (2003) Strategic planning in a turbulent environment: Evidence from the oil majors. Strategic Management J. 24(6):491–517.CrossrefGoogle Scholar
  • Grodal S, Anteby M, Holm AL (2021) Achieving rigor in qualitative analysis: The role of active categorization in theory building. Acad. Management Rev. 46(3):591–612.CrossrefGoogle Scholar
  • Gulati R (2022) Deep Purpose: The Heart and Soul of High-Performance Companies (Harper Business, New York).Google Scholar
  • Hart S (1992) An integrative framework for strategy-making processes. Acad. Management Rev. 17(2):327–351.CrossrefGoogle Scholar
  • Hart S, Banbury C (1994) How strategy‐making processes can make a difference. Strategic Management J. 15(4):251–269.CrossrefGoogle Scholar
  • Hautz J, Seidl D, Whittington R (2017) Open strategy: Dimensions, dilemmas, dynamics. Long Range Planning 50(3):298–309.CrossrefGoogle Scholar
  • Hendry J, Seidl D (2003) The structure and significance of strategic episodes: Social systems theory and the routine practices of strategic change. J. Management Stud. 40(1):175–196.CrossrefGoogle Scholar
  • Hengst IA, Jarzabkowski P, Hoegl M, Muethel M (2020) Toward a process theory of making sustainability strategies legitimate in action. Acad. Management J. 63(1):246–271.CrossrefGoogle Scholar
  • Hilbolling S, Deken F, Berends H, Tuertscher P (2022) Process-based temporal coordination in multiparty collaboration for societal challenges. Strategic Organ. 20(1):135–163.CrossrefGoogle Scholar
  • Hopp C, Greene FJ (2018) In pursuit of time: Business plan sequencing, duration and intraentrainment effects on new venture viability. J. Management Stud. 55(2):320–351.CrossrefGoogle Scholar
  • Hutzschenreuter T, Kleindienst I (2006) Strategy-process research: What have we learned and what is still to be explored. J. Management 32(5):673–720.CrossrefGoogle Scholar
  • ICRC (2019) Annual Report 2018. Geneva.Google Scholar
  • ICRC (2023) Annual Report 2022. Geneva.Google Scholar
  • Jarvenpaa SL, Välikangas L (2022) Toward temporally complex collaboration in an interorganizational research network. Strategic Organ. 20(1):110–134.CrossrefGoogle Scholar
  • Jarzabkowski P (2008) Shaping strategy as a structuration process. Acad. Management J. 51(4):621–650.CrossrefGoogle Scholar
  • Jarzabkowski P, Fenton E (2006) Strategizing and organizing in pluralistic contexts. Long Range Planning 39(6):631–648.CrossrefGoogle Scholar
  • Jarzabkowski P, Seidl D (2008) The role of meetings in the social practice of strategy. Organ. Stud. 29(11):1391–1426.CrossrefGoogle Scholar
  • Joseph J, Ocasio W (2012) Architecture, attention, and adaptation in the multibusiness firm: General Electric from 1951 to 2001. Strategic Management J. 33(6):633–660.CrossrefGoogle Scholar
  • Kapila M (2015) The red cross and red crescent. Mac Ginty R, Peterson JH, eds. The Routledge Companion to Humanitarian Action (Routledge, London/New York), 179–190.Google Scholar
  • Kaplan S, Orlikowski WJ (2013) Temporal work in strategy making. Organ. Sci. 24(4):965–995.LinkGoogle Scholar
  • Ketokivi M, Castaner X (2004) Strategic planning as an integrative device. Admin. Sci. Quart. 49(3):337–365.CrossrefGoogle Scholar
  • Klarner P, Raisch S (2013) Move to the beat—Rhythms of change and firm performance. Acad. Management J. 56(1):160–184.CrossrefGoogle Scholar
  • Kunisch S, Blagoev B, Bartunek JM (2021) Complex times, complex time: The pandemic, time‐based theorizing and temporal research in management and organization studies. J. Management Stud. 58(5):1411–1415.CrossrefGoogle Scholar
  • Kunisch S, Bartunek JM, Mueller J, Huy QN (2017) Time in strategic change research. Acad. Management Ann. 11(2):1005–1064.CrossrefGoogle Scholar
  • Langley A (1999) Strategies for theorizing from process data. Acad. Management Rev. 24(4):691–710.CrossrefGoogle Scholar
  • Langley A, Smallman C, Tsoukas H, Van de Ven AH (2013) Process studies of change in organization and management: Unveiling temporality, activity, and flow. Acad. Management J. 56(1):1–13.CrossrefGoogle Scholar
  • Leiblein MJ, Reuer JJ, Zenger T (2018) What makes a decision strategic? Strategy Sci. 3(4):558–573.LinkGoogle Scholar
  • Lutz FW (1982) Tightening up loose coupling in organizations of higher education. Admin. Sci. Quart. 27(4):653–669.CrossrefGoogle Scholar
  • McCarthy IP, Lawrence TB, Wixted B, Gordon BR (2010) A multidimensional conceptualization of environmental velocity. Acad. Management Rev. 35(4):604–626.CrossrefGoogle Scholar
  • Mintzberg H (1978) Patterns in strategy formation. Management Sci. 24(9):934–948.LinkGoogle Scholar
  • Mintzberg H, McHugh A (1985) Strategy formation in an adhocracy. Admin. Sci. Quart. 30(2):160–197.CrossrefGoogle Scholar
  • Mirabeau L, Maguire S, Hardy C (2018) Bridging practice and process research to study transient manifestations of strategy. Strategic Management J. 39(3):582–605.CrossrefGoogle Scholar
  • Mithani MA (2020) Adaptation in the face of the new normal. Acad. Management Perspect. 34(4):508–530.CrossrefGoogle Scholar
  • Ocasio W, Joseph J (2008) Rise and fall—Or transformation? The evolution of strategic planning at the General Electric Company, 1940–2006. Long Range Planning 41(3):248–272.CrossrefGoogle Scholar
  • Orlikowski WJ, Yates J (1994) Genre repertoire: The structuring of communicative practices in organizations. Admin. Sci. Quart. 39(4):541–574.CrossrefGoogle Scholar
  • Orlikowski WJ, Yates J (2002) It’s about time: Temporal structuring in organizations. Organ. Sci. 13(6):684–700.LinkGoogle Scholar
  • Orton JD, Weick KE (1990) Loosely coupled systems: A reconceptualization. Acad. Management Rev. 15(2):203–223.CrossrefGoogle Scholar
  • Pache AC, Santos F (2010) When worlds collide: The internal dynamics of organizational responses to conflicting institutional demands. Acad. Management Rev. 35(3):455–476.CrossrefGoogle Scholar
  • Patriotta G, Gruber DA (2015) Newsmaking and sensemaking: Navigating temporal transitions between planned and unexpected events. Organ. Sci. 26(6):1574–1592.LinkGoogle Scholar
  • Pérez-Nordtvedt L, Payne GT, Short JC, Kedia BL (2008) An entrainment-based model of temporal organizational fit, misfit, and performance. Organ. Sci. 19(5):785–801.LinkGoogle Scholar
  • Popli M, Akbar M, Kumar V, Gaur A (2017) Performance impact of temporal strategic fit: Entrainment of internationalization with pro‐market reforms. Global Strategy J. 7(4):354–374.CrossrefGoogle Scholar
  • Ramus T, Vaccaro A, Berrone P (2021) Time matters! How hybrid organizations use time to respond to divergent stakeholder demands. Organ. Stud. 42(10):1529–1555.CrossrefGoogle Scholar
  • Reeves M, Love C, Tillmanns P (2012) Your strategy needs a strategy. Harvard Bus. Rev. 90(9):76–83.Google Scholar
  • Reinecke J, Ansari S (2015) When times collide: Temporal brokerage at the intersection of markets and developments. Acad. Management J. 58(2):618–648.CrossrefGoogle Scholar
  • Schmitt A, Klarner P (2015) From snapshot to continuity: A dynamic model of organizational adaptation to environmental changes. Scandinavian J. Management 31(1):3–13.CrossrefGoogle Scholar
  • Schneider A, Wickert C, Marti E (2017) Reducing complexity by creating complexity: A systems theory perspective on how organizations respond to their environments. J. Management Stud. 54(2):182–208.CrossrefGoogle Scholar
  • Schreyögg G, Sydow J (2010) Crossroads—Organizing for fluidity? Dilemmas of new organizational forms. Organ. Sci. 21(6):1251–1262.LinkGoogle Scholar
  • Schultz M (2022) The strategy–Identity nexus: The relevance of their temporal interplay to climate change. Strategic Organ. 20(4):821–831.CrossrefGoogle Scholar
  • Schultz M, Hernes T (2020) Temporal interplay between strategy and identity: Punctuated, subsumed, and sustained modes. Strategic Organ. 18(1):106–135.CrossrefGoogle Scholar
  • Seidel VP, O’Mahony S (2014) Managing the repertoire: Stories, metaphors, prototypes, and concept coherence in product innovation. Organ. Sci. 25(3):691–712.LinkGoogle Scholar
  • Shen GC, Martelli PF, Clarke PK, Roberts KH (2022) Health care in times of war. Acad. Management Perspect. 36(2):744–767.CrossrefGoogle Scholar
  • Shipp AJ, Richardson HA (2021) The impact of temporal schemata: Understanding when individuals entrain versus resist or create temporal structure. Acad. Management Rev. 46(2):299–319.CrossrefGoogle Scholar
  • Siggelkow N (2002) Evolution toward fit. Admin. Sci. Quart. 47(1):125–159.CrossrefGoogle Scholar
  • Siggelkow N (2007) Persuasion with case studies. Acad. Management J. 50(1):20–24.CrossrefGoogle Scholar
  • Slawinski N, Bansal P (2015) Short on time: Intertemporal tensions in business sustainability. Organ. Sci. 26(2):531–549.LinkGoogle Scholar
  • Sorsa V, Vaara E (2020) How can pluralistic organizations proceed with strategic change? A processual account of rhetorical contestation, convergence, and partial agreement in a Nordic city organization. Organ. Sci. 31(4):839–864.LinkGoogle Scholar
  • Stone MM, Brush CG (1996) Planning in ambiguous contexts: The dilemma of meeting needs for commitment and demands for legitimacy. Strategic Management J. 17(8):633–652.CrossrefGoogle Scholar
  • Swiss Agency for Development and Cooperation (2016) Somalia: The challenges of operating in a protracted crisis. Retrieved June 15, 2020, https://www.eda.admin.ch/deza/en/home/countries/haiti.html/content/dezaprojects/SDC/en/2006/7F04709/phase71.Google Scholar
  • Swiss Department of Foreign Affairs (2017) Independent evaluation of the Swiss contribution to the ICRC Headquarters. Retrieved June 22, 2020, https://www.newsd.admin.ch/newsd/NSBExterneStudien/820/attachment/en/3465.pdf.Google Scholar
  • Thornberg R, Charmaz K (2014) Grounded theory and theoretical coding. Flick U, ed. The SAGE Handbook of Qualitative Data Analysis, vol. 5 (Sage, Thousand Oaks, CA), 153–69.CrossrefGoogle Scholar
  • Tsui AS (2013) 2012 Presidential address—On compassion in scholarship: Why should we care? Acad. Management Rev. 38(2):167–180.CrossrefGoogle Scholar
  • Vaara E, Lamberg JA (2016) Taking historical embeddedness seriously: Three historical approaches to advance strategy process and practice research. Acad. Management Rev. 41(4):633–657.CrossrefGoogle Scholar
  • Vaara E, Whittington R (2012) Strategy-as-practice: Taking social practices seriously. Acad. Management Ann. 6(1):285–336.CrossrefGoogle Scholar
  • Van de Ven AH (1992) Suggestions for studying strategy process: A research note. Strategic Management J. 13(S1):169–188.CrossrefGoogle Scholar
  • Wang SL, Luo Y, Maksimov V, Sun J, Celly N (2019) Achieving temporal ambidexterity in new ventures. J. Management Stud. 56(4):788–822.CrossrefGoogle Scholar
  • Weick KE (1976) Educational organizations as loosely coupled systems. Admin. Sci. Quart. 21(1):1–19.CrossrefGoogle Scholar
  • Weick KE (1982) Management of organizational change among loosely coupled elements. Goodman PS, ed. Change in Organizations (Jossey-Bass, San Francisco), 375–408.Google Scholar
  • Weiser AK, Jarzabkowski P, Laamanen T (2020) Completing the adaptive turn: An integrative view of strategy implementation. Acad. Management Ann. 14(2):969–1031.CrossrefGoogle Scholar
  • Wolf C, Floyd SW (2017) Strategic planning research: Toward a theory-driven agenda. J. Management 43(6):1754–1788.CrossrefGoogle Scholar
  • Yin RK (2013) Case Study Research: Design and Methods (Sage, Thousand Oaks, CA).Google Scholar
  • Zietsma C, Ruebottom T, Slade Shantz A (2018) Unobtrusive maintenance: Temporal complexity, latent category control and the stalled emergence of the cleantech sector. J. Management Stud. 55(7):1242–1277.CrossrefGoogle Scholar
INFORMS site uses cookies to store information on your computer. Some are essential to make our site work; Others help us improve the user experience. By using this site, you consent to the placement of these cookies. Please read our Privacy Statement to learn more.