The Global Strategic Responsiveness (GSR) initiative aspires to be an internationally recognized catalyst for research on strategic adaptation and responsive multinational enterprises and public-policy institutions that can generate sustainable prosperity in highly uncertain and unpredictable global contexts driven by inspiring collegial work on creative scholarship.

The GSR initiative heeds a philosophy of engaged scholarship to advance new knowledge that takes advantage of collaboration between researchers, practicing managers and policy-makers to generate results of practical value for business and society.  It is the aim to uncover different aspects of effective strategic responses to the demands imposed by a dynamic complex global business context.

The GSR initiative wants to advance research efforts that study responsive strategy-making processes in multinational organizational contexts to address the key business and societal challenges of our time. It seeks to uncover responsive organizational structures and processes that are conducive to adaptation and renewal in the face of unprecedented global challenges. This may uncover and explore the contours of global innovation platforms, dynamic adaptive systems, strategic response capabilities, interactive decision structures, multi-agent technologies, open information processing systems, autonomous creative behaviors, values driven cultures, ethical leadership concerns, and more.



Strategic risk governance
Strategic risk management deals with organizational capabilities to identify changes in the competitive context, monitor strategic exposures, and develop effective responses that enable business renewal and adaptive moves over time to create a better fit with the changing business context. It investigates links to formal enterprise risk management approaches and emerging risk governance regulation as (potentially) needed, but insufficient means to develop strategic response capabilities that deal effectively with risk, uncertainty, unpredictable conditions, and businesses that evolve towards the unknown. It further explores the strategic risk leadership characteristics necessary to form effective risk governance systems.
Multinational corporate responses
Contemporary organizations typically operate across different (inter-)national markets and diverse business activities at the same time and thereby constitute multinational corporations that must deal with the dynamic complex developments in the global market economy. This context provides new opportunities for innovative business development but at the same time creates challenges in dealing with new risks, uncertainties and unknown conditions.  This requires flexible multinational structures with strategic responses that foster effective integration of corporate thinking at headquarters and an ability to take local adaptive initiatives that create updated experiential insights through learning-by-doing.

Effective response capabilities
The ability to respond effectively to dynamic complex conditions in the global business environment depends on an ability to generate new cross-disciplinary insights among international participants. It may evolve from open innovation networks/platforms through interactive fast-slow processes combining autonomous exploration with integrative considerations around forward looking analytics with information exchanged openly between agents. New developments in other scientific fields including, e.g., cybernetics, intelligent multi-agent technologies, complex adaptive systems, and holonic approaches can provide essential support to develop more effective future response systems as a promising research field.


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, Government and Business // 11/15/2019

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