Session 94

Going Beyond the Conventional Wisdom

Track H

Date: Tuesday, October 9, 2012


Time: 08:00 – 09:15


Room: Club D

Session Chair:

  • Robert Grant, Bocconi University

Title: Epistemic Economics, Rational Heuristics and Strategy


  • Anna Grandori, Bocconi University

Abstract: The presentation builds on a long-lasting research program on the epistemological micro-foundations of economic innovative decision making . That approach has provided a wide and logically systematized portfolio of decision procedures that in the course of being ‘heuristic’ – in the sense of being ‘logics for discovery’ - are also ‘rational’ – in the sense of being ‘logically sound’ methods of discovery . This presentation, after a brief overview of those heuristics, identifies some common methodological features that make them particularly relevant for strategy in an increasingly uncertain and risky world, and provide new prescriptions relevant for both theory and practice. They are exposed under three headings: from action-based to resource-based reasoning; from single-minded to multipurposed reasoning; and from flexibility to robustness in strategies and structures.

Title: Organizational Memory and Strategy Making: A Dynamic Memory Perspective


  • June-Young Kim, University of Illinois at Urbana-Champaign

Abstract: How do organizations use their memory when making critical strategic decision in dynamic environments? The conventional view of organizational memory describes it as physical bins and therefore cannot easily explain how past knowledge stored in memory can be recombined to generate novel strategies. Drawing on the literature on dynamic memory, this paper conceptualizes organizational memory as dynamically adjusting its structure to reflect new experience. Through an in-depth qualitative analysis, the study explores how organizations capture their past strategic experience in the form of stories and narratives, and retrieve from organizational memory through “story-based reminding.” A dynamic memory model also addresses why organizations easily forget the past lessons. A more plausible theory of organizational memory presented here will advance the organizational learning literature.

Title: The Influence of Postmodernism on Strategic Decision-Making Process


  • Dimitris Manolopoulos, Athens University of Economics and Business
  • Ioannis Thanos, Lancaster University

Abstract: Recent years have revealed a profusion of research on aspects of the strategic decision-making and factors that may affect this process. In addition to the well established paradigms of rationality, political behavior and intuition, philosophical considerations have also been introduced throughout organizational and strategic management studies. In the philosophical field, our society has witnessed the transition from modernity to the post-modern era which is largely defined by the imperatives of three core leitmotifs: individuality of references, linearity of time and absence of universalism. Based on a quantitative-based analysis of strategic decision-making in multinational corporations, the purpose of the current research is to identify the impact of some commonly studied demographic characteristics of strategists and the organizational context on the introduction of post modern elements in strategic decision making process.

Title: What is Managing? Towards a View of Management as Rhetoric


  • Jeroen Kraaijenbrink, University of Twente
  • JC Spender, Kozminski University

Abstract: Current views on management emphasize the manager’s role as decision-maker and organizer. These views are based on two of Herbert Simon’s assumptions about individuals: that they are boundedly rational decision-makers and creators of artifacts. Simon also acknowledged, though, that human beings are docile - they can be taught and teach. As this paper argues, this third assumption leads to a view of management in which rhetoric - the art of persuasion - plays a central role. Along that line, we outline a rudimentary view of management-as-rhetoric and discuss its implications for management research, practice, and teaching.

All Sessions in Track H...

Sun: 08:00 – 09:15
Session 267: Strategic Processes in Transition
Sun: 09:30 – 10:45
Session 268: Capabilities that Help or Hurt Acquisition Processes
Sun: 11:15 – 12:30
Session 269: Chief Strategy Officer’s Role in Strategy Processes
Sun: 15:15 – 16:30
Session 89: Strategic Alignment and Strategy Implementation
Mon: 08:00 – 09:15
Session 99: Ambidexterity and Innovativeness
Mon: 09:30 – 10:45
Session 91: Consensus and Commitment
Mon: 13:30 – 14:45
Session 92: Attention, Goals and Renewal
Mon: 16:30 – 17:45
Session 90: Participation, Cooperation and Commitment
Tue: 08:00 – 09:15
Session 94: Going Beyond the Conventional Wisdom
Tue: 11:00 – 12:15
Session 95: Emotions and Behavior
Tue: 14:15 – 15:30
Session 96: Comprehensiveness and Time
Tue: 15:45 – 17:00
Session 98: Management of Emerging Strategic Issues
Tue: 17:30 – 18:45
Session 93: Cognition and Intuition
Session 97: Cognition and Capabilities

Strategic Management Society