Successful Strategic Issue Sustaining: Practice and Outcomes for Senior Managers

Yakis-Douglas, Basak and Whittington, Richard (2007) Successful Strategic Issue Sustaining: Practice and Outcomes for Senior Managers. In: The Challenges of Non-Market Influences on Market Strategies: Strategic Management Society 27th Annual International Conference, October 14-17, San Diego, USA. (Unpublished)

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This paper presents an explorative study, drawing on the existing literature on change management and Strategic Issue Management in order to propose key types of activity or practice involved in Strategic Issue Sustaining. To do this, we follow a practice perspective (Jarzabkowski, 2003; Whittington, 2006), to build on early evidence gathered through a longitudinal, comparative-case study comparing 24 Human Resources (HR) issues in five high-tech companies in South-East England over a period of 18 months. To identify key activities involved in different types of issue, we distinguish issues according to their organizational centrality or peripherality and their success or failure. In all, we compiled four categories: Central/Successful, Peripheral/Successful, Central/Unsuccessful, and Peripheral/Unsuccessful. We employed a practice perspective because our primary concern is with senior managers’ skills rather than the direct impact of issues on organizational performance.

Item Type: Conference or Workshop Item (Paper)
Keywords: Strategy; Human Resources; Management
Subject(s): Strategy; Entrepreneurship & Global business
Centre: Faculty of Strategy, Entrepreneurship and International Business
Date Deposited: 06 Mar 2012 20:38
Last Modified: 23 Oct 2015 14:07

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