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Connecting up strategy: are Senior Strategy Directors (SSDs) a missing link?

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Connecting up strategy : are Senior Strategy Directors (SSDs) a missing link? / Angwin, Duncan; Paroutis, Sotirios; Mitson, Sarah.

In: California Management Review, Vol. 51, No. 3, 04.2009, p. 74-94.

Research output: Contribution to journalJournal articlepeer-review

Harvard

Angwin, D, Paroutis, S & Mitson, S 2009, 'Connecting up strategy: are Senior Strategy Directors (SSDs) a missing link?', California Management Review, vol. 51, no. 3, pp. 74-94. https://doi.org/10.2307/41166494

APA

Angwin, D., Paroutis, S., & Mitson, S. (2009). Connecting up strategy: are Senior Strategy Directors (SSDs) a missing link? California Management Review, 51(3), 74-94. https://doi.org/10.2307/41166494

Vancouver

Author

Angwin, Duncan ; Paroutis, Sotirios ; Mitson, Sarah. / Connecting up strategy : are Senior Strategy Directors (SSDs) a missing link?. In: California Management Review. 2009 ; Vol. 51, No. 3. pp. 74-94.

Bibtex

@article{daea762384454b7d963b0e428bcb22fe,
title = "Connecting up strategy: are Senior Strategy Directors (SSDs) a missing link?",
abstract = "With companies being exhorted to become more strategically agile and internally connected, this article examines the role of the Senior Strategy Director, the executive tasked specifically with internal strategy. In particular, it explores what they do, what specific capabilities they deploy to enable effective contribution to the company, and in what ways they facilitate the connectedness of strategy. An analysis of multiple interviews over time with Senior Strategy Directors of large companies shows the vital and challenging role these executives play in both shaping, connecting up, and executing strategy. This article identifies the particular capabilities necessary for Senior Strategy Directors to perform their role and shows how it all depends upon their skilful deployment. These findings have significant implications for understanding unfolding micro-processes of strategy in large organizations, for assumptions about the skills and capabilities necessary to be an effective Senior Strategy Director, and for business schools in terms of the content and style of strategy courses they provide.",
keywords = "Strategy Director, Strategy as Practice, CSOs",
author = "Duncan Angwin and Sotirios Paroutis and Sarah Mitson",
year = "2009",
month = apr,
doi = "10.2307/41166494",
language = "English",
volume = "51",
pages = "74--94",
journal = "California Management Review",
issn = "0008-1256",
publisher = "Haas School of Business",
number = "3",

}

RIS

TY - JOUR

T1 - Connecting up strategy

T2 - are Senior Strategy Directors (SSDs) a missing link?

AU - Angwin, Duncan

AU - Paroutis, Sotirios

AU - Mitson, Sarah

PY - 2009/4

Y1 - 2009/4

N2 - With companies being exhorted to become more strategically agile and internally connected, this article examines the role of the Senior Strategy Director, the executive tasked specifically with internal strategy. In particular, it explores what they do, what specific capabilities they deploy to enable effective contribution to the company, and in what ways they facilitate the connectedness of strategy. An analysis of multiple interviews over time with Senior Strategy Directors of large companies shows the vital and challenging role these executives play in both shaping, connecting up, and executing strategy. This article identifies the particular capabilities necessary for Senior Strategy Directors to perform their role and shows how it all depends upon their skilful deployment. These findings have significant implications for understanding unfolding micro-processes of strategy in large organizations, for assumptions about the skills and capabilities necessary to be an effective Senior Strategy Director, and for business schools in terms of the content and style of strategy courses they provide.

AB - With companies being exhorted to become more strategically agile and internally connected, this article examines the role of the Senior Strategy Director, the executive tasked specifically with internal strategy. In particular, it explores what they do, what specific capabilities they deploy to enable effective contribution to the company, and in what ways they facilitate the connectedness of strategy. An analysis of multiple interviews over time with Senior Strategy Directors of large companies shows the vital and challenging role these executives play in both shaping, connecting up, and executing strategy. This article identifies the particular capabilities necessary for Senior Strategy Directors to perform their role and shows how it all depends upon their skilful deployment. These findings have significant implications for understanding unfolding micro-processes of strategy in large organizations, for assumptions about the skills and capabilities necessary to be an effective Senior Strategy Director, and for business schools in terms of the content and style of strategy courses they provide.

KW - Strategy Director

KW - Strategy as Practice

KW - CSOs

U2 - 10.2307/41166494

DO - 10.2307/41166494

M3 - Journal article

VL - 51

SP - 74

EP - 94

JO - California Management Review

JF - California Management Review

SN - 0008-1256

IS - 3

ER -