Defining Strategic Behaviour (original) (raw)
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The Challenge of Strategy: A Comment
International Review of Social History, 2002
Is “strategy” merely a sympathetic and convenient phrase, on closer scrutiny devoid of explanatory value as a scientific concept? Have we been beguiled by its appeal and should we now, wiser and sadder, return to less pretentious concepts such as tactics or agency? Or do we need more empirical applications and have we just begun to explore strategy's vistas?
Strategy –Not a universal Formula
The aim of this paper is to demonstrate the importance of applying the principles of strategy to organizations in any context in order to pursue success. Nevertheless, also this paper will discuss the idea that the strategy in not a universal formula, because there is none an existing linear reality with same frames and results, furthermore they change every time, thus the strategy and formula must change and fit to every new scenario in today's multidimensional scopes.
2003
The term strategy if often found describing military, political, and business manoeuvrings. But the term strategy - while ever present - seems to elude concise definition. There is a sense in which acting strategically requires additional cognitive virtue beyond that of rationality alone. But is it not just rational to act strategically? Or even strategic not to act rationally?.....It remains unclear as to what makes a choice truly strategic? In this book, Lune investigates the cognitive virtues that separate strategic reasoning from rational justification. By identifying the virtues that characterise strategic thinking, Lune validates the term strategic as an unambiguous and practical descriptor. The book provides the key elements for the strategist: an overview of the literature on strategy, a contextualized theoretical analysis, and a theory of strategy that plays out in the historically evidenced behaviours of Napoleon, Machiavelli, von Clauswitz, nuclear strategists, and busine...
2019
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Library of Rhetorics, 1993
The paper argues that the standard decision theoretic account of strategies and their rationality or optimality is much too narrow, that strategies should rather condition future action to future decision situations, that practical deliberation must therefore essentially rely on a relation of superiority and inferiority between possible future decision situations, that all this allows to substantially broaden the theory of practical rationality, that a long list of points attended to in the literature can be subsumed under the broadened perspective (including a novel view on the iterated prisoner's dilemma and on iterated Newcomb's problem), and that the task to complete and systematize this list indeed forms a future research programme. Content 1. The basic idea 1 2. The standard account of strategies 4 3. The general theory 10 4. Favorable and unfavorable changes of decision situations 18 5. Applying the model to iterated Prisoner's Dilemma and to iterated Newcomb's Problem 34 6. A list of further issues 43 Bibliography 52
Economics 703: Microeconomics II Modelling Strategic Behavior1
2011
Remark 1.1. 1 The definition per se of a normal form game (or strict dominance for that matter) makes no assumption about the knowledge that players have about the game. We will, however, typically assume (at least) that players know the strategy spaces, and their own payoffs as a function of strategy profiles. However, as the large literature on evolutionary game theory in biology suggests (see also Section 4.2), this is not necessary.
The Field of Strategy::: In Search of a Walking Stick
European Management Journal, 2005
After more than twenty years of commitment to the field of strategy, we are still wondering if the academic field of strategy exists. There have been excellent and exhaustive reviews by authors such as Rumelt, Schendel and Teece (1994), Whittington (1996); Hitt & Tyler (1991), and Pettigrew, Thomas and Whittington (2001), and many others, but most take note of the extreme diversity of the research, and shy away from providing a convincing framework to clarify what the field is all about. To develop this theme further, at the 2002 Academy of Management meeting in Denver, one of us asked the same question of some of the pioneers in the "Strategy section." 1
Real mechanisms of strategic acting
ABSTRACT This paper deals with real and contemporary,ways of strategic acting in manufacturer-retailer networks. Key objective of the study is to explore and describe how,organisations develop and implement,strategies to achieve their objectives. Its empirical basis is defined by embedded,case studies in the markets of fast moving,consumer,goods in Germany. Following the epistemology of critical realism, the paper attempts to extend the