Abstract
| Original language | English |
|---|---|
| Title of host publication | Strategic Change |
| Pages | 417–429 |
| Number of pages | 13 |
| DOIs | |
| Publication status | Published - 2013 |
Publication series
| Name | Strategic Change |
|---|---|
| Volume | 22 |
Fingerprint
Keywords
- 2310:Planning
- 9130:Experiment/theoretical treatment
- Business And Economics--Management
- Management of change
- Strategic planning
- Studies
Cite this
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How Government Venture Capital Guiding Funds Work in Financing High-Tech Start-Ups in China: A ‘Strategic Exchange’ Perspective. / Wang, Jinmin; Wang, Jing; Ni, Hua; He, Shaowei.
Strategic Change. 2013. p. 417–429 (Strategic Change; Vol. 22).Research output: Contribution to Book/Report › Chapter
TY - CHAP
T1 - How Government Venture Capital Guiding Funds Work in Financing High-Tech Start-Ups in China: A ‘Strategic Exchange’ Perspective
AU - Wang, Jinmin
AU - Wang, Jing
AU - Ni, Hua
AU - He, Shaowei
PY - 2013
Y1 - 2013
N2 - Most scholars and practitioners describe strategic change in quite positive terms. Ironically, failures, mistakes and breakdowns are much easier to find than successful strategic change. This article outlines some alternative ways of thinking about the topic: (1) the classical approach, (2) the contingency approach, (3) the behavioral approach and (4) the political approach. One of the key innovations in appreciating change is to see the pluralistic nature of the change literature, represented by a range of views, each with their strengths and limitations. The theoretical debate on strategic change remains inconclusive. However, a new managerial logic is beginning to manifest, where greater attention is paid to the dynamic and continuous processes involved in changing. It is argued that this shift in thinking addresses the challenge to progress beyond strategic change as well as strategy formulation, to a more holistic approach. [PUBLICATION ABSTRACT]
AB - Most scholars and practitioners describe strategic change in quite positive terms. Ironically, failures, mistakes and breakdowns are much easier to find than successful strategic change. This article outlines some alternative ways of thinking about the topic: (1) the classical approach, (2) the contingency approach, (3) the behavioral approach and (4) the political approach. One of the key innovations in appreciating change is to see the pluralistic nature of the change literature, represented by a range of views, each with their strengths and limitations. The theoretical debate on strategic change remains inconclusive. However, a new managerial logic is beginning to manifest, where greater attention is paid to the dynamic and continuous processes involved in changing. It is argued that this shift in thinking addresses the challenge to progress beyond strategic change as well as strategy formulation, to a more holistic approach. [PUBLICATION ABSTRACT]
KW - 2310:Planning
KW - 9130:Experiment/theoretical treatment
KW - Business And Economics--Management
KW - Management of change
KW - Strategic planning
KW - Studies
UR - http://search.proquest.com/docview/216502004?accountid=10297
UR - http://sfx.cranfield.ac.uk/cranfield?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ:abiglobal&atitle=Competitive+paradigms+on+strategic+change:+map
UR - http://www.mendeley.com/research/government-venture-capital-guiding-funds-work-financing-hightech-startups-china-strategic-exchange-p
U2 - 10.1002/jsc
DO - 10.1002/jsc
M3 - Chapter
SN - 10861718
T3 - Strategic Change
SP - 417
EP - 429
BT - Strategic Change
ER -