Strategy Processes in Research and Development Organizations

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Type and Duration

internes Projekt, since September 2007

Coordinator

Chair in International Management

Main Research

Growth and Complexity

Field of Research

Enterprise
Knowledge Work and Knowledge Management
International and Strategic Management

Description

Partners: Austrian Research Centers and SoL Austria

In the last few years one could observe a fundamental shift from strategy content to strategy process research. The change from a market- to a resource- or knowledge-based view of strategy can be seen as an underlying driver of this shift. In our study we concentrate on research and development organisations (R&D organisations). We aim to understand if in these knowledge-based organisations the nature of strategic processes considers the specifics of the knowledge production process and therefore stand in line with the knowledge management process. Interestingly, the results of our study show that the majority of the examined R&D organisations follow a very classical, formal and inflexible strategic planning process in the tradition of strategy content research. The imperatives of planning reliability and strategic control play a major role. There seems to be very little space for strategic learning and the evolution of emergent strategies.

Keywords

Information and data processing, Strategic leadership and contrilling, Knowledge management and organisational learning, Organisational development, Strategic Management

Principal Investigator

PD Dr. habil. Stefan Güldenberg

Publications

  • Güldenberg, S., & Leitner, K.-H. (2008). Strategy Processes in Research and Development Organisations: Why Knowledge Management is Still More Isolated than Integrated. Paper presented at the 3th International Conference on Organizational Learning, Knowledge and Capabilities (OLKC), Copenhagen, Denmark.

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  • Güldenberg, S., & Leitner, K.-H. (2007). Strategy Processes in Research and Development Organizations: Why Knowledge Management is still more isolated than integrated. Paper presented at the 23th Colloquium European Group for Organizational Studies (EGOS), Vienna, Austria.

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