and categorize technology terms and organization terms (e g.,, CIS, MST, PP, ES, and EP.!Technology and organization terms were linked together on a document basis and visualized in a network or link analysis map.
Both types of visualizations, the landscapes and the link analyses, were used for both the Sandiaspeccifi and DOE LDRD analyses,
research and technollog organisations (RTOS) would benefit from developing two systemic capacities: partial structural openness enabling flexibility in organisation and an anticipatory culture that builds on an anticipatory agency, that is, a proactive participatory approach that leads to action.
In this article, we explore the questions of systemic transformations and the building of an anticipaator culture in the context of VTT Technical research Centre of Finland.
research and technology organisation (RTO; anticipatory; agency; culture; roadmapping; strategy process Introduction The geographical scales of innovation systems are interlinked currently more than ever.
The interrelatedness poses specific challenges for an organisation striving to navigate in this landscape. Navigation calls for at least two kinds of strategic capabilities:
In short, an organisation faces a situation that we here call a systemic-temporal paradox: strategies should simultaneously be based on a‘culture of inertia',on the historical paths,
Hence, our article starts with a question of howto foster these kinds of strategic capabilities in an organisation.
In the article, we focus especially on research and technology organisations (RTOS. As argued by Arnold, Clark,
RTOS are organisations whose predominant activities are to proviid research and development, technology, and innovation services to enterprises, governments,
There are three basic temporal levels that condition the strategic development path of an organisation:(1) the future development options in the context of anticipated and unknown challenges,(2) the past decisions that affect the organisation either explicitly or implicitly,
and (3) the present, in which all the actions and decisions are put into action. It is critical to understand that the unrealised options in the past,
as we propose it, calls for understanding of historical paths in an organisation. Every organisation is faced, from time to time,
with strategic watersheds decision moments when the organisation has to visit its fundamentals and ponder whether it is going to continue with business as usual, try modest renovations,
or change its logic completely. In the process, some path gets chosen, either explicitly or implicitly,
but the unrealised options also‘haunt'the present in the organisation's Downloaded by University of Bucharest at 05:05 03 december 2014 Systemic transformation, anticipatory culture,
and future knowledge in an organisation. memory, at least to some extent. The causality between decisions made
Therefore, it is crucial to conceptualise an organisation not as a closed node in the present,
Organisations navigate, as argued above, in the strategic landscape that increasingly requires specific systemic capacities.
and indeed the entire activity field of organisations, has been conceptualised as relational practices, that is, as activities realised in relation to impulses stemming from users, other organisations,
and wider currents at the level of the strategic landscape. For example, Smits and Kuhlmann (2004,11) argue that innovation is a systemic activity that‘involves a variety of actions within the system,
of which the innovating organisation or innovator forms part'.'In addition, Geels (2004,900) uses the term‘socio-technical system'to describe the systemic interaction that encompasses production, diffusion,
In this article, we open a view towards the systemic capacities, based on a perspective of an organisation as a complex system that is mobile in space time.
This means that the sphere of potential actions in an organisation is relational to the specific knowledge spaces (see the following section),
and potential future options manifested in the organisation's present. We realise that transformation capacities could also be identified on other grounds
The idea springs from the perspective that organisations are complex systems where transformations arise through emergence,
An anticipatory agency can be defined as a strategic ability of an organisation to construct feasible targets for the future through shared dialogue,
thus combines organisations'capacity to monitor their environment, to make future-oriented strategic conclusions on this basis,
either based on an organisation's strategy clock or when a critical need, such as a change in the environment, emerges.
First, roadmapping enables the organisation to systematically produce its own strategic future manuscript and set it in the context of organisational knowledge spaces (see the next section).
'Second, the roadmapping process enables the engagement of the key actors in an organisation. Thus, it builds on a variety of organisational knowledge spaces
the organisation does need not only to depict its present position, conditioned by historical paths, as transparently as possible (structural openness),
roadmapping enables organisations to align their future visions with explicit action steps and to iterate the process systematically.
and iterative process that produces weighed crystallisations, usually in a visual form, of an organisation's long-term vision,
This idea links strategy roadmapping to organisation and strategy studies, especially to strategy crafting (see e g.
Here, the knowledge space refers to a sort of niche in an organisation, in which an anticipatory agency can be mobilised.
which covers all the issues that are primarily dependent on relations between different social actors inside and outside the organisation.
and outside the organisation Capacities for aligning development activities with societal drivers Building a market vision Capacities for market creation or entering into existing markets as a novel player Identification of novel
and market drivers Strategy Strategic and holistic view of the research objects Strategic capacity of the organisation and/or entity Holistic roadmaps to be used in long-term strategic planning Technology space
useful because it enables the organisation to set specific targets both for technologies as solutions and organisational actors as realisers of these solutions.
This space takes a holistic view of the organisation and approaches it simultaneeousl as a socio-technical complex and as a strategic entirety.
with a perspective of a single organisation or firm. Basically, the view is similar to the first one,
R&d perspective on a single organisation or firm Roadmapping organisattiona capacities in developing new competencies Roadmap for developing organisational/firm capacities Combination of roadmap knowledge spaces
The project had an explicit strategic purpose of initiating a new‘service mind-set'in the organisation.
generation of project proposals Explicit focus on establishing a‘service mind-set'in the organisation Capacities for structured openness,
to the construction of novel knowledge linkages in an organisation, and even towards fostering a visionary innovation Downloaded by University of Bucharest at 05:05 03 december 2014 838 T. Ahlqvist et al. culture at the level of nation-states.
and knowledge spaces 839 The article created insights for managing systemic entities, such as organisations or companies, in systemic environments.
such as defining the organisation's core purpose, framed in a systemic-temporal paradox. The second insight is to endorse structural openness.
The key is to find the core competencies of the organisation and induce adaptability by seeking the most critical combinations of these competencies.
and organisations when responding to system-level changes. First activation of the systemic transformation capacities is useful
For companies and organisations alike, tackling these kinds of complex challenges, either from the perspective of business or governance, requires integration of competencies over the traditional sectoral boundaries.
Second, the public organisations are increasingly facing societal demands to move towards more transitional mission-oriented governance regimes,
and other organisations would benefit from thinking explicitly in all of the four knowledge spaces discussed in the article.
Third, research should pay more attention to the systemic and temporal relativity of the organisations, that is, to how the interplay of past, present,
A study of social and economic impacts of research and technology organisations. A report to EARTO.
We also identify active organisations and work to relate the content of the data searches to particular innovation process trajectories.
what steps an organisation should pursue regarding development of this NEST). 3. 2. The case of DSSCS Nanotechnology entails engineering matter at molecular scale, seeking novel applications of new materials and devices.
but we favour its distinct treatment of (1) the enterprise (organisations with requisite capabilities) to develop the innovation
Table 1. Leading DSSC research institutions (showing percentages within these 11 organisations. Cites share Cites share Pubs share Pubs share through 2008 2009 onwards through 2008 2009 onwards(%)CAS 6. 0 19.9 19.5 25.3 Swiss Federal Institute of technology (EPFL) 49.3
identifying the leading organisations active in each of the different data sources. Table 2 compares selected organisations in this way. 5 Note the variation in prominence across these data sets.
For instance, Samsung is the leading patentee and publisher (in this compilation) on DSSCS but has not been mentioned frequently in conjunction with business actions (Factiva database.
and among organisations. 4. 4. Determine potential applications (Step E) We introduced a new technique called‘cross-charting'to explore the links from technological attributes (e g. particular nanomaterials or nanostructures and particular technical advances) to functional
Do any requisite developments call for partnering among certain organisations (and, if so, which? Figure 7 details a few issues (as an illustration),
an organization might have to adapt its structure again and again to optimize its ability to absorb each round of foresight results
Firstly, strategic dialogues have helped to overcome the necessarily limited perspective of individual units within an organization such as a federal ministry by connecting units with each other in a loose network where ideas can VOL. 15 NO. 1 2013 jforesight jpage 21
include university departments, scientific networks, non-university research organizations, polytechnics, and academies. Industry stakeholders may be small to medium-sized enterprises as well as global multinational companies, industry associations or research partnerships.
Society can be involved, for example in the form of pressure groups, think tanks, trade unions, religious organizations, and charities.
and their influence within their organizations. Step 6 would be an initial workshop aimed at verifying challenges and assumptions, identifying obstacles and key success factors,
and communicating based on mutual trust both between organizations and between individuals. Often workshop events have helped to initialize short-and long-term cooperation activities between parties involved.
and start to act ideally as promoters and multipliers of the subject within their networks and organizations.
Creating A World-Class Negotiating Organization, Harvard Business school Press, Boston, MA. Warnke, P. and Cuhls, K. 2011),‘Embedding systemic priorities into the STI landscape.
As one of the research consulting team that carried out the work on behalf of the lead organisation,
and the degree to which organisations were already addressing issues raised by them (see Table II for focus questions used in the roundtable discussions).
and trends currently addressed by your organisation? For example: recognised and aware of them discussed within work,
policy strategy. 5 has had your organisation contact with other governments internationally in discussing these drivers and trends?
They do not constitute decisions made by Forfa's nor any other organisation involved in the research prioritisation exercise.
Many international organisations, including the European commission (2004a, b, 2003), the Organisation for Economic Co-operation and Development (2006), the United nations Industrial Development Organization (2007),
The natural resources sector includes numerous players (federal and regional government agencies, public and private companies and industrial enterprises, R&d centres, environment protection organisations,
PAGE 52 jforesight jvol. 15 NO. 1 2013 Organisation for Economic Co-operation and Development (2006),‘Next generation networks:
United nations Industrial Development Organization (2007), Technology foresight Summit Workbook, United nations Industrial Development Organization, Budapest. University of Joensuu (2010),‘Foresight for the development of forest sector in Finland till 2020'',Future Forum on Forests of Finland.
and shifts in the competitive environment for the preparation of strategic development in an organization, this paper aims to address a structured analysis method for future technology trajectories
and emphasizes the importance of a resource-based view of an organization (Powell and Bradford, 2000;
suppliers and peer companies, knowing the capabilities and intents of other organization for noncompetitive purposes.
but also on their strategic importance in shaping the socioeconomic horizons of organizations and national economics.
the eighth edition International Patent Classification (IPC) published by World Intellectual Property Organization (WIPO), which is recognized worldwide.
, Culture, Sports, Science and Technology, Japan The Ministry of Science and Technology of the Republic of korea Ministry of Science and Technology agency or organization responsible for the foresight activity Science and Technology foresight Center, National Institute
and a new version of the IPC is published regularly by the WIPO (World Intellectual Property Organization, 2011).
Schmoch, U. 2008),‘Concept of a technology classification for country comparisons'',Final Report to the World Intellectual Property Organization (WIPO), Fraunhofer Institute for Systems and Innovation research, Karlsruhe
i 87550 World Intellectual Property Organization (2011),‘Preface to the International Patent Classification (IPC)''World Intellectual Property Organization, available at:
and enable large entities such as nations and group of nations, businesses and other organisations, as well as individuals to anticipate,
At the same time, FTA can contribute to building‘change'capacities that allow organisations to become capable of anticipating
assisting networking and co-operation within and across organisations, which, in turn, provides insights and capabilities to shift organisations and ultimately societies towards new directions.
Appropriate FTA practices are essential to enable FTA to fulfil such roles. These should follow certain principles to ensure quality in both processes
Comparing these two countries, the main difference lies in the existence of an umbrella organisation in the USA that pools heterogeneous stakeholders
such as embedded units or continuous scanning organisations. FTA clearly has a role in articulating recognised grand challenges and
Such a stepwise organisation of the participatory process allows for intermediate validation milestones, thus also decreasing the risk of stakeholders dominating the FTA PROCESS. 14 The importance of this in the context of this paper lies in keeping a balance in participation of stakeholders
Proficiency and Publishing. 14 Da Costa et al. 72 illustrate the stepwise organisation of the participatory process by suggesting the application of varying degrees of participation in each phase of the foresight process
whether organisations (including private companies) that consistently adopt foresight approaches, perform ultimately better than those that do not.
adopted to varying degrees by every country or organization with an official patent office. Lerner 25 introduced four-digit IPC codes to measure the scope of each patent.
some modern approaches from complex systems theory, like self-organization, is an alternative to dbiological analogiest or Darwinism;
and their dynamics (behavior over time) is defined via the change of their organization (or dstatet) as described by the system's differential equations.
Res. 128 (2001) 282 289.25 J. Dewey, The Public and its Problems, Holt and Company, New york, 1927.26 G. J. Busenberg, Learning in organizations and public policy, J
That is, EMA can help organizations in preparing for and guiding their adjustment, adaptability and ability to shape responses to challenges and transformations.
the strategic discussion has its origin in uncertainty, both in the external environment and within the organization.
Interaction between the organization and the environment is seen as the main driver. This is often reflected in the outcomes envisioning a preferable future and experiments towards that future.
Technologies, Institutions and Organizations, Pinter publishers, London, 1997.39 B. Carlsson, R. Stankiewicz, On the nature, function,
The Art of Strategic Conversation, Wiley, Chichester, 1996.66 K. Weick, Sense-Making in Organizations, Sage, London, 1995.67 S. Inayatullah, Deconstructing
How are specific governance measures related to FTA and to the establishment of focal organizations? What are the contributions of the distinct future-oriented approaches to the development of nanotechnology governance?
the field, its definition and its governance The Technical Committee 229 on Nanotechnologies of the International Standardization Organization (ISO) issued a definition of nanotechnology in 2010
which names two factors that will determine the competitiveness of individuals, organizations, and nations. These factors are,
the technology assessment activities and the vision building process served to link disperse organizations and research fields
Over more than a decade, the US science policy community established a continuously working core organization, built up a network and opened the network gradually to new stakeholders
7 These networks represent organizations that have been funded by the Ministry before. Especially industrial players such as Bayer, Degussa, Siemens, Zeiss, industry-oriented organizations of applied science such as Fraunhofer-Institutes,
and a few universities (e g.,, University of Münster, Technische Hochschule Aachen) participated first in defining the field
The Nanokommission itself organized a dialogue where representatives of environmental and consumer organizations a women's association and a medical practitioners'organization, trade unions, churches, academia, industry and government bodies (such as federal ministries and agencies as well as ministries on the regional and state level) discussed their positions 51.
Its mandate was solely to foster exchange among the various stakeholder groups in society on the potential benefits
It has established broad networks with a focal organization as the basis for implementing its strategic vision.
organisations or infrastructure. 3. INFU findings and lessons learnt 3. 1. The future of innovation preliminary insights The findings indicate interesting changes in the mediation between innovation demand
The motivation of organisations and individuals for developing and using innovation is changing. Company profit as the main driver of innovation activity is being complemented.
Nonetheless, the organisations that administer research support are unchanged broadly and have been organised fundamentally on disciplinary lines.
but a pattern repeated by research councils and charitable funding organisations. This could be interpreted as a response to uncertainty an attempt to facilitate those most likely by their track record of excellence to achieve breakthroughs that may have a transformative effect.
Within the activity itself strategic knowledge is distributed across organisations, which means that an FTA ACTIVITY can end up as a proxy for coordinated views that would normally rest within agencies.
Several types of organisations are seeking to build capabilities in FTA, for example efforts to build an anticipatory culture in Research and Technology Organisations,
and the establishment by the European commission of a new advisory body, the European Forum for Forward Looking Activities (EFFLA) which includes in its remit the identification of challenges
and monitoring of complex dynamic systems and may enable organizations to use long-term visions to effectively link strategy and operations across the whole value chain.
and organization of anticipatory systems seems to offer shared sense-making framework for the FTA and Foresight communities.
The internal context relates to the structures and behaviours of the organisation or system in
This organisation or system includes all parties and institutions (e g. administrative system and political system) that are involved in the performance of a foresight process and implementation of the results.
and organisation levels view culture as something that somebody‘‘has''13 16. However anthropologists view culture as the fundamentals of existence.
The analyses have later been extended to other types of organisations and countries, and covered 76 countries by 2010 22.
which institutions and organisations are built, and he discusses the implication of each dimension for management and planning.
which the less powerful members of organisations and institutions accept and expect that power is distributed unequally Uncertainty avoidance Tolerance for uncertainty
and networking between organisations and individuals across company levels and private/public sectors. However, Denmark retains also many features of the CME-type.
First, due to the dense economic and social relationships between public and private organisations, participatory and consensus seeking approaches have more appeal to policy makers than deep, scientific expert analysis of available knowledge.
labour market organisations, universities and the government. The Prime minister was Chairman of both the Committee of Ministers and the Council for Globalisation,
universities, nongovernnmenta organisations, public committees and councils, and private companies. Furthermore, ministries contributed 90 proposals 33.
responsible organisations as a foresight exercise or as having used foresight methods. Nevertheless, the Globalisation Council's process included both expertiseorieente foresight methods (expert panels, expert discussion papers), evidence-oriented foresight methods (indicators and fact reports) and interaction-oriented foresight methods
Final proposal Dialogue with stakeholder organisations, ministries and research councils Reduction to 21 themes for strategic research Strategic research council (14) Independent research council (18) Contacts in ministries (15
which institutions and organisations are built and for management and planning. The two dimensions are power distance and uncertainty avoidance.
L. B. Rasmussen (Ed.),Facilitating Change Using Interactive Methods in Organisations, Communities, and Networks, Polyteknisk Forlag, DK, 2011.14 E. H. Schein, Organisational Culture and Leadership, 3rd ed.,John Wiley & Sons, NY, 2004.15 G. Morgan
, The Images of Organisation, Sage, UK, 1986.16 C. Agyris, D. A. Scho n, Organisational Learning:
BX Delft, The netherlands 1. Introduction Government organisations design policies for a future full of uncertainties. Policy-makers who focus on long-term policy issues can use foresight methods during strategic policy-making processes to arrive at a better understanding of the future and its uncertainties
and government organisations learn to anticipate by developing more robust policies, etc. 2 5. We examine
In the development process of the first environment plan, qualitative scenarios were developed by an external organisation in a broad participatory process.
A project team of the Provincial organisation monitored the scenario analysis project. In the development of the second plan, quantitative scenarios were produced.
Policy-makers from the provincial organisation were involved more thoroughly in the development of the scenarios. The empirical evidence for this paper is based on three indeept interviews with policy-makers who were involved closely in the development of the scenarios, the analysis of the scenario studies,
The case of Trendbureau of Overijssel includes different foresight exercises for strategic policy processes of city councils and the provincial organisation itself, focusing on different policy themes.
The Trendbureau is an independent organisation that is embedded in the provincial organisation of Overijssel and carries out foresight studies for local policy organisations
and organises debates and workshops to increase awareness about possible future changes. We used an independent evaluation that was conducted in 2010 by the University of Twente 21, based on interviews with 21 politicians and civil servants and a document analysis. Furthermore,
The other respondents worked for planning organisations and other organisations directly linked to the Dutch government
and involved in long-term thinking and strategy processes. The second study conducted by the authors at the national level 24 was aimed at discerning how Dutch departments use foresight to develop their own organisation(‘organizational foresight'.
'In each Department (thirteen in total), one interview was conducted to obtain a broad view of how Dutch ministries deal with foresight and organisational development.
In most cases, policy-makers at the local level are of the opinion that local organisations lack experience using scenario analysis methods.
and non-government) organisations and how to reposition the organisation in a fast changing society.
By the look of things, this inter-sectoral approach is unlikely to be taken for granted within local governmental organisations.
which was seen as a new way of thinking in most organisations. Another notable result from the local level case studies is that the respondents did not perceive the potential added value of foresight studies for policy innovation (see also, the conclusion by 26.
and skills in the organisation An important barrier with respect to the decision to use foresight methods at all,
when local organisations decided to conduct a foresight study for the first time. These skills are related to communicating the idea
In all case studies, external organisations specialising in foresight assisted in developing and/or applying the future analysis,
and the insights generated by future analyses are integrated into the various strategic levels and sectoral departments of their organisation.
This makes it difficult for policy-makers from different government organisations to relate the results of studies of the future to decision-making and policy development,
because they are bound to their own organisation. On several occasions, interviewees at the local level noted that,
to embed the paradigm of future-oriented policy-making successfully within their organisations, they would need to address
Support from the (political) top of the organisation can be very helpful in countervailing these nonrational forces. 3. 5. 4. Leadership and confidence According to the local level interviewees
, the initiator and main developer of the foresight study, should decide to leave the organisation, support for the project may diminish
thinking in terms of alternative futures and taking longer-run uncertainties into account is a rather new area of expertise that is still not broadly incorporated into the workings and cultures of local policy organisations.
The same may apply to the level of embedding with regard to the organisation and the organisational culture;
and, finally, there are many different local and national government organisations, each with there own mandate, nature, structure, problems and opportunities.
Many of the specific projects undertaken by these different organisations are documented well. However less attention has been paid to the theory and Futures 59 (2014) 27 38 A r T I C L E I N F O Article history:
which involve learning by individuals, by organisations and by institutions. Moreover, the authors'claim that a collective vision should be shaped by building upon individual views
form an important core capability that impacts on the ability of organisations to undertake strategic foresight.
thus enabling results to be adapted to different policy making bodies or organisations 23. Such flexibility can also serve diverse users of foresight results,
with over 350 international participants from 150 industrial organisations. 5 Ko nno la et al. 8 refer to modularity of process design where analogous sub-processes
and management and organisation of science. These disciplines could provide frameworks to analyse some of the advantages and benefits of FTA APPROACHES.
Brazil 1. Introduction One of the main challenges faced by organisations resides in executing planned strategies 1 3. The misalignment between strategy-design
has not yet been achieved on the steps for their implementation within an organisation. Against this background the authors report the lessons learnt in developing
or PMS) have become a critical asset for an organisation aiming to successfully implement its defined strategy.
These systems have been developed to allow an organisation to focus on results and to allocate resources rapidly and efficiently.
therefore, allow an organisation to develop the necessary targets, actions and behaviours across its value chain in line with the defined strategy, in a sort of cause-effect relationship 10,21 23.
It does so by helping an organisation to better understand the process by which mission, vision, values,
which create commitment to an increased understanding of the organization's strategic objectives. Moreover, this phase must interact with the second phase (strategic diagnostic),
the organisation should establish standards for comparison of its measures. This is done by analysing historical behaviour
It entails the need for organisations to hold strategic meetings in two loops: the first a monitoring and control circuit (single loop) and the second a learning circuit (double loop.
All three organisations are located in Brazil. The selection of cases followed three premises:(a) prior implementation of the balanced scorecard to check
b) transparency and access to information generated by their BSC to understand the problems each organisation faces
and (c) select organisations from different sectors to assess the need to adapt and refine the proposed system.
The organisations facilitated access to information through meetings between managers and the staff responsible for implementing the proposed system.
and the organisation's budgeting targets. This method allows for greater flexibility when updating or changing targets, irrespective of established budgetary planning.
The opening up of the organisation's strategic objectives into indicators, targets and initiatives or actions that reflect the true intentions of the institution enabled an overall reassessment of the institution's strategy (phase 1). Moreover, through a systematic consultation of key stakeholders
Thus, the system fostered the possibility to reshape the organization's strategy. 3. 2. 3. Positive results The construction of strategic maps through system dynamics (step 2 phase 3) enabled an in depth understanding
This allowed the organisation to unlock the reasons for its clients and community dissatisfaction. The institution has a number of social projects in place.
which was critical to ensure the execution of the organisation's strategic plan. The involvement of community leadership reflected a change in the operationalisation of the institution's strategy
or inhibit the operationalisation of such organisations, but rarely are their main objectives. For this reason we became interested in applying the proposed system to assist the organisation in achieving its vision through a well defined strategy aligned with its implementation,
together with its employees. 3. 3. 2. Description The third case was designed to see how a nonprofit organisation unfolded its strategic objectives into actions aligned to a dynamic budget (step 6 under phase 3). It aimed to show community members the benefits
of a long-term vision that allowed one to incorporate suggestions from the community. This meant to generate sustainable solutions in the long run
and benefits in terms of scholarships and jobs do not guarantee the success of the mentioned nonprofit organisation.
and strategy to a long-term vision of where the organisation wants to position itself within possible alternative futures;
This also allows different organisations to build on complementary resources rather than to duplicate efforts 40.
and strategy to a long-term common vision of where the organisation wants to position itself within possible alternative futures.
and includes FTA elements into this structure to empower the organisation to appropriately apply foresight in business 39 using a PMS.
This entails an improved ability to include a long-term view of the organisation and its partners in the value chain considering alternative futures and building upon increased participation in decision making processes for applications such as:
Adapt ed from Schreiber et al. 35 Organization Modeltask Modelagen t Modelknowledge Modelcommunic atio n Modeldesign Modelanalysis of the Org anizati on's Enviro nment Require ments Specif icati
of performance measurement systems as a form of implanting strategy throughout an organization, in: Annual British Academy of Management Conference, 2008.6 F. Okumus, A framework to implement strategies in organizations, Management Decision 41 (2003) 871 882.7 D c. Hambrick, A a
. J. Cannella, Strategy implementation as substance and selling, Academy of Management Executive III (1989) 278 285.8 M. Freedman,
Organization, Harvard Business school Press, Boston, Massachusetts, 1999.13 L. E. Bossidy, R. Charan, Confronting Reality Doing
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