Center for Global Strategic Responsiveness




We heed a philosophy of engaged scholarship where new knowledge of relevance to the management field derives from close collaboration between expert researchers and knowledgeable practicing managers. The research activities are aimed at uncovering different aspects of responsive strategy making processes with a particular focus on the complex global context of multinational enterprise. The results have practical applications that are of value to corporate executives and society.

We value communication on practice oriented findings of public interest and seek broad dissemination to academia, practicing managers and society at large. It is the aim to publish findings in recognized peer reviewed academic journals and respected international publishing houses. Participation in professional conferences will seek validation and feedback on new research efforts.

We focus on research that seeks to uncover and develop responsive multinational organizational structures and processes that enable strategic renewal and adaptation to the turbulent conditions in the global business environment. This considers, e.g., effective strategy-making processes, strategic response capabilities, strategic issue management, decision structures, information processing systems, entrepreneurial initiatives, innovation, experimentation, updating experiential insights, frontline crowdsourcing,  interactive controls, collective intelligence, cognitive challenges, managerial paradoxes, yin yang, and zhong yong.


Strategic Risk Management

Strategic risk management (SRM) deals with organizational capabilities to identify changes in the competitive context, monitor strategic exposures, and develop effective responses that adapt the strategy over time to the changing environmental context. It tries to uncover the essential strategic response capabilities that can deal effectively with uncertainty, unpredictable developments, and emergence towards the unknown.   

Strategic Paradox

Strategic paradox (SP) focuses on the cognitive and behavioral challenges in organizations to understand and embrace two contradictory yet complementary phenomena prevalent at individual, intra-organizational, and inter-organizational levels, such as, the paradox of top-down and bottom-up processes in strategy-making. We adopt the Chinese yin yang philosophy and zhong yong principle to enlighten this strategic paradox.

Collective Intelligence

Collective intelligence derives from groups of individuals, e.g., organizations, companies, and markets. Collective intelligence refers to an emergent property from synergies among: 1) individual cognition (perception, sensing, knowledge, creativity and predictive processing), 2) information processing using software and hardware, and 3) a combination of experts and insightful lay-people as they continually sense the environment to produce just-in-time knowledge for better strategic decisions.  

In the Collective Intelligence Unit (CIU), we study these traits and analyze their impacts on firm performance based on updated intelligence collected from different frontline stakeholders to make superior predictions, identify strategic issues, and inform responsive strategic decisions.

The page was last edited by: Department of International Economics and Management // 01/28/2016

We are dedicated to:

  • Uncover the theoretical contours of effective strategic responsiveness for organizations operating in multinational contexts    
  • Testing phenomena over time and measuring causal relationships
  • Explore advanced statistical methods to discover the dynamics of strategic responsiveness
  • Methodological diversity including longitudinal time-series studies, qualitative field studies, observations and experiments  
  • Quality in the execution of research and dissemination of results
  • Relevance and engaged scholarship

Our theoretical research foundations:

Business acceleration processes

Corporate entrepreneurship and venturing

Creative networks and open innovation

Crisis and risk preparedness

Crowdsourcing and collective predictions

Environmental sensing and firm responsiveness

Global risk governance

Microfoundations of operational and dynamic capabilities

Multinational corporate strategy-making

Prediction and ideation markets

Reputation management

Responsive innovation

Stakeholder anticipation processing

Strategic risk management practice