| 1. |
- Roos, Johan
(author)
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Distinction making and pattern recognition in management
- 1996
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In: European Management Journal. - 0263-2373 .- 1873-5681. ; 14:6, s. 590-595
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Journal article (peer-reviewed)abstract
- The ability to make new distinctions in management, and to diffuse these rapidly throughout a company into shared practices, will be a corporate strategic advantage in the future. Johan Roos justifies this view on the grounds that knowledge development provides the foundation for distinction making, and it is the management of this knowledge that provides the driver. The author argues it is the process of distinction making which is a conscious managerial process. He first discusses the art of making distinctions in general, and then focuses on a particular form of distinction making: pattern recognition. He concludes with three managerial actions that can be taken to enhance the pattern recognition capability of an organisation. Copyright © 1996 Elsevier Science Ltd.
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| 2. |
- Roos, Johan, et al.
(author)
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Towards a new model of strategy-making as serious play
- 1999
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In: European Management Journal. - 0263-2373 .- 1873-5681. ; 17:4, s. 348-355
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Journal article (peer-reviewed)abstract
- A new model of strategy-making as play is presented in response to increasing calls for a deeper theory of strategy-making. First an elaboration of the construct of strategic imagination is offered, describing three distinct, but interrelated forms of imagination: descriptive, creative, and challenging. Strategic Imagination is defined as an emergent property of a complex interplay between the three kinds of imagination. Then, extending the work of the planning and design schools, the model describes the complex social dynamic of strategy-making itself. Applying the notion of play from anthropology and cognitive development, the strategy-making process is described as a three-phase play process. The three phases, constructing to stimulate new ideas, story telling to share meaning, and deep engagement to assimilate new directions, are described. Finally some directions for strategy-making practice improvement are offered.
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| 3. |
- Von Krogh, G., et al.
(author)
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Conversation management
- 1995
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In: European Management Journal. - 0263-2373 .- 1873-5681. ; 13:4, s. 390-394
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Journal article (peer-reviewed)abstract
- Companies communicate internally through their own phrases and concepts - their own language. The local meaning of that language is very difficult to transpose into another company's language and culture. Georg von Krogh and Johan Roos point out that many businesses are careless in their use of language and internal conversations - yet nothing is of more importance to the company's strategy. These authors urge managers to develop their own internal company lexicon of language since language and knowledge development are interdependent. Most companies have mastery of operational conversations, but not of strategic conversations. This article sets out guidelines for managing and developing strategic conversations which are directed towards the future of the company. © 1995.
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| 4. |
- Roos, Johan, 1961-, et al.
(author)
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Five Claims on Knowing
- 1996
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In: European Management Journal. - 0263-2373 .- 1873-5681. ; 14:4, s. 423-426
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Journal article (peer-reviewed)
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