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The Effects of Spatial Configuration on opportunities for Emergent Strategy Making

Research output: Contribution to conference - Without ISBN/ISSN Conference paper

Published

Standard

The Effects of Spatial Configuration on opportunities for Emergent Strategy Making. / Thomas, Matthew Aidan; Angwin, Duncan Neil; Dale, Karen.

2017. Paper presented at 2017 Annual Meeting of the Academy of Management, Atlanta, United States.

Research output: Contribution to conference - Without ISBN/ISSN Conference paper

Harvard

Thomas, MA, Angwin, DN & Dale, K 2017, 'The Effects of Spatial Configuration on opportunities for Emergent Strategy Making' Paper presented at 2017 Annual Meeting of the Academy of Management, Atlanta, United States, 4/08/17 - 8/08/17, .

APA

Thomas, M. A., Angwin, D. N., & Dale, K. (2017). The Effects of Spatial Configuration on opportunities for Emergent Strategy Making. Paper presented at 2017 Annual Meeting of the Academy of Management, Atlanta, United States.

Vancouver

Thomas MA, Angwin DN, Dale K. The Effects of Spatial Configuration on opportunities for Emergent Strategy Making. 2017. Paper presented at 2017 Annual Meeting of the Academy of Management, Atlanta, United States.

Author

Thomas, Matthew Aidan ; Angwin, Duncan Neil ; Dale, Karen. / The Effects of Spatial Configuration on opportunities for Emergent Strategy Making. Paper presented at 2017 Annual Meeting of the Academy of Management, Atlanta, United States.

Bibtex

@conference{9c5ff0164dfd4727bb3d4f9099eecea0,
title = "The Effects of Spatial Configuration on opportunities for Emergent Strategy Making",
abstract = "Spatial interfaces provide the conditions that facilitate or constrain unplanned social interaction. Emergent strategy work is constituted by unintentional social interaction. This paper draws on two disparate literatures, strategy process and architecture, to argue that a possible relationship between spatial configuration and emergent strategy should be taken seriously. Strategy process research has shown that emergent strategy making is important to an organisation’s ability to innovate and adapt in dynamic environments, these abilities are associated with the frequency, diversity, duration and distribution of non-deliberate strategic interactions. Architecture research has shown that spatial configuration has a powerful affect on unplanned social interaction. Strategy-as-Practice, with its focus on social interaction, is proposed as the ideal perspective with which to investigate this possible relationship further. The research uses quantitative methods to explore the extent of the relationship between spatial configuration and the unplanned interactions that constitute emergent strategy making. The results suggest a strong relationship which when compared across four organisations imply very different opportunities for emergent strategy work in each and concludes that emergent strategy needs to be thought of as a material, spatial phenomenon and not just a conceptual one.",
keywords = "Spatial analysis, strategy as practice, emergent strategy",
author = "Thomas, {Matthew Aidan} and Angwin, {Duncan Neil} and Karen Dale",
note = "Winner of the Strategy as Practice Prize at The Academy of Management Conference, Atlanta.; 2017 Annual Meeting of the Academy of Management ; Conference date: 04-08-2017 Through 08-08-2017",
year = "2017",
month = "8",
language = "English",

}

RIS

TY - CONF

T1 - The Effects of Spatial Configuration on opportunities for Emergent Strategy Making

AU - Thomas, Matthew Aidan

AU - Angwin, Duncan Neil

AU - Dale, Karen

N1 - Winner of the Strategy as Practice Prize at The Academy of Management Conference, Atlanta.

PY - 2017/8

Y1 - 2017/8

N2 - Spatial interfaces provide the conditions that facilitate or constrain unplanned social interaction. Emergent strategy work is constituted by unintentional social interaction. This paper draws on two disparate literatures, strategy process and architecture, to argue that a possible relationship between spatial configuration and emergent strategy should be taken seriously. Strategy process research has shown that emergent strategy making is important to an organisation’s ability to innovate and adapt in dynamic environments, these abilities are associated with the frequency, diversity, duration and distribution of non-deliberate strategic interactions. Architecture research has shown that spatial configuration has a powerful affect on unplanned social interaction. Strategy-as-Practice, with its focus on social interaction, is proposed as the ideal perspective with which to investigate this possible relationship further. The research uses quantitative methods to explore the extent of the relationship between spatial configuration and the unplanned interactions that constitute emergent strategy making. The results suggest a strong relationship which when compared across four organisations imply very different opportunities for emergent strategy work in each and concludes that emergent strategy needs to be thought of as a material, spatial phenomenon and not just a conceptual one.

AB - Spatial interfaces provide the conditions that facilitate or constrain unplanned social interaction. Emergent strategy work is constituted by unintentional social interaction. This paper draws on two disparate literatures, strategy process and architecture, to argue that a possible relationship between spatial configuration and emergent strategy should be taken seriously. Strategy process research has shown that emergent strategy making is important to an organisation’s ability to innovate and adapt in dynamic environments, these abilities are associated with the frequency, diversity, duration and distribution of non-deliberate strategic interactions. Architecture research has shown that spatial configuration has a powerful affect on unplanned social interaction. Strategy-as-Practice, with its focus on social interaction, is proposed as the ideal perspective with which to investigate this possible relationship further. The research uses quantitative methods to explore the extent of the relationship between spatial configuration and the unplanned interactions that constitute emergent strategy making. The results suggest a strong relationship which when compared across four organisations imply very different opportunities for emergent strategy work in each and concludes that emergent strategy needs to be thought of as a material, spatial phenomenon and not just a conceptual one.

KW - Spatial analysis

KW - strategy as practice

KW - emergent strategy

M3 - Conference paper

ER -