Tartalomjegyzék

• Strategy Without Templates
• Copyright Page
• Preface
• chevron_right1 Introduction
  • References
• chevron_right2 Rethinking the Environment: From Stable Contexts to Template-Free Systems
  • 2.1 Why Stable-Context Environmental Theory Becomes Insufficient
  • 2.2 Mechanism 1: Architectural Reconfiguration and the End of Externality
  • 2.3 Mechanism 2: Algorithmic Mediation and the End of Transparency
  • 2.4 Mechanism 3: Ecosystem Interdependence and the End of Separability
  • 2.5 Mechanism 4: Continuous Disequilibrium
  • 2.6 The Environment as Structured Ecology
  • 2.7 Template-Free Environments and Their Strategic Implications
  • References
• chevron_right3 Limits of Foresight: When Strategy Becomes Experimental
  • 3.1 The Failure of Foresight Under Structural Uncertainty
  • 3.2 Why Organizational Learning Theory Is Not Enough
  • 3.3 Experimentation as Default Mode
  • 3.4 Distributed Experimentation
  • 3.5 Feedback, Selection, and Iteration
  • 3.6 From Experimentation to Stability: Routines and Residues
  • 3.7 Theoretical Contribution: Strategy as Action Before Knowledge
  • References
• chevron_right4 The Limits of Strategy: Why Templates No Longer Work
  • 4.1 The Ontological Trap: Strategy as Template-Based Logic
  • 4.2 The Collapse of Replication: Structural Reconfiguration as the New Normal
  • chevron_right4.3 Template Dissolution: From Structural Coupling to Configurational Divergence
    • 4.3.1 The Problem of Structural Coupling
    • 4.3.2 Three Mechanisms of Strong Configurational Coupling
    • 4.3.3 From Isomorphism to Divergence
    • 4.3.4 The Impossibility of Best Practice
    • 4.3.5 Path Dependence, Coherence, and Disruption
    • 4.3.6 Configurational Uncertainty in Technological Integration
  • 4.4 The Failure of Benchmarking: Comparative Opacity and Hidden Mechanisms
  • 4.5 The Instability of Positioning: From Location to Orientation
  • 4.6 The End of Design: Planning, Agency, and Strategy Without Templates
  • 4.7 Chapter Conclusion
  • References
• chevron_right5 The Absence of Templates: The Collapse of Industry Standards
  • 5.1 From Shared Standards to Firm Specific Contexts: The Limits of Templates
  • 5.2 The Loss of Comparability
  • 5.3 Mechanisms of Firm Specific Differentiation
  • 5.4 Strategies Without External Referents
  • 5.5 Illustration: Why Visible Success Does Not Transfer
  • 5.6 Chapter Conclusion
  • References
• chevron_right6 Experimentation as Default Mode: Strategy Without Foresight
  • 6.1 Epistemic Displacement: From Design to Enactment
  • 6.2 Generative Enactment: The Structural Role of Experimentation
  • 6.3 Recursive Path-Dependent Feedback: Trajectories Without Blueprints
  • 6.4 Architecture-Mediated Search: Platforms as Structuring Conditions
  • 6.5 Inferential Navigation: Acting Under Partial Opacity
  • 6.6 Pattern Sedimentation: From Fluid Adaptation to Structured Configuration
  • 6.7 Theoretical Integration: Strategy as Configurational Trajectory
  • 6.8 Limits and Tensions of Experimental Strategy
  • 6.9 Chapter Conclusion
  • References
• chevron_right7 The Paradox of Stabilization: From Experiments to Structure
  • 7.1 Satisficing as Structural Selection: From Optimality to Viability
  • 7.2 Recursive Reinforcement: How Repetition Produces Structural Embedding
  • 7.3 Path Coherence and Narrative Persistence: The Lock-In
  • 7.4 Coupling and Dependence: When Solutions Become Infrastructure
  • 7.5 Selective Incorporation: Externally Mediated Stabilization
  • 7.6 Increasing Returns: From Temporary to Permanent
  • 7.7 Layering into Patchwork Architecture: Cumulative Structural Formation
  • 7.8 Routinization and Path Dependence Revisited
  • 7.9 Boundary Conditions and Future Research Directions
  • 7.10 Chapter Conclusion
  • References
• chevron_right8 Partial Integration: Patchwork Systems in Digital Environments
  • 8.1 The Inadequacy of Classical Integration Theories
  • 8.2 From Integration Logic to Assemblage Logic
  • 8.3 Sequential Heterogeneous Accumulation
  • 8.4 Modular Encapsulation and Interface Orchestration
  • 8.5 Asymmetric Coupling and Infrastructure Dependence
  • 8.6 Digital Bricolage
  • 8.7 Controlled Fragmentation
  • 8.8 Meta-Organizational Coordination
  • 8.9 Emergent Coherence
  • 8.10 Synthesis: The Mechanism of Partial Integration
  • 8.11 Chapter Conclusion
  • References
• chevron_right9 Abundant Feedback Without Control: The Loss of Strategic Visibility
  • 9.1 From Direct Feedback to Mediated Signals
  • 9.2 Selective Visibility: What Cannot Be Seen
  • 9.3 Causal Opacity: Why Hard to Read
  • 9.4 Demand Is Not Simply Observed but Also Shaped
  • 9.5 Learning Through Inference and Practical Testing
  • 9.6 Interpretation: Knowledge Brokerage and Ongoing Calibration
  • 9.7 Illustration: Learning Under Platform-Mediated Feedback
  • 9.8 Where Classical Learning Models Fall Short
  • 9.9 Chapter Conclusion
  • References
• chevron_right10 Managing Without Templates: An Integrated Strategic Logic
  • 10.1 Epistemic Reorientation: From Alignment to Viability
  • 10.2 Orchestrating Experimentation as Capability
  • 10.3 Balancing Stabilization and Destabilization
  • 10.4 Curating Patchwork Coherence
  • 10.5 Calibrating to Algorithmic Signals
  • 10.6 Enacting Constrained Agency
  • 10.7 Leading Through Orchestration
  • 10.8 SME Adaptation Pathways
  • 10.9 Theoretical Contribution
  • 10.10 Analytical Implications
  • 10.11 Chapter Conclusion
  • References
• chevron_right11 Strategy Without Templates: Theoretical Synthesis and Research Horizons
  • 11.1 The Epistemic Transformation of Strategy
  • chevron_right11.2 Reconceptualizing Strategic Contexts and Mechanisms
    • 11.2.1 Beyond Environmental Dynamism: The Structural Absence of Referents
    • 11.2.2 Beyond Strategic Choice: Mechanism-Based Emergence
    • 11.2.3 Beyond Organizational Coherence: Structural Heterogeneity as Condition
    • 11.2.4 Beyond Transparent Feedback: Learning Under Epistemic Opacity
  • chevron_right11.3 Theoretical Positioning and Integration
    • 11.3.1 Resource-Based View and Dynamic Capabilities Revisited
    • 11.3.2 Configuration Theory and Dialectical Strategy Revisited
    • 11.3.3 Platform and Ecosystem Theory Revisited
    • 11.3.4 Strategy Process and Practice Revisited
  • chevron_right11.4 Strategy as Performative Construction: A New Theoretical Foundation
    • 11.4.1 The Performative Nature of Strategic Knowledge
    • 11.4.2 Recursive Mechanisms as Generative Structure
    • 11.4.3 Strategic Orientation as Continuous Calibration
    • 11.4.4 Temporality and Strategic Becoming
    • 11.4.5 Agency, Structure, and the Limits of Control
  • chevron_right11.5 Research Horizons: Advancing the Template-Free Framework
    • 11.5.1 Mechanism Dynamics and Contextual Variation
    • 11.5.2 Measurement and Operationalization
    • 11.5.3 Algorithmic Mediation and Platform Governance
    • 11.5.4 SMEs and Resource-Constrained Adaptation
    • 11.5.5 Cross-Disciplinary Integration
    • 11.5.6 Methodological Innovation
  • 11.6 Chapter Conclusion
  • References
• chevron_right12 Strategy Without Templates: Implications and Synthesis
  • 12.1 What Strategy Becomes Without Templates
  • 12.2 Rethinking Strategic Practice
  • 12.3 Redefining Strategic Effectiveness
  • 12.4 Repositioning the Role of Strategy Theory
  • 12.5 The Expansion of Template-Free Conditions
  • 12.6 Conclusion: Strategy Without Templates
• Figures
• Tables

Kiadó: Akadémiai Kiadó

Online megjelenés éve: 2026

ISBN: 978 963 664 204 4

What happens when understanding comes only after action has already begun?

Traditional strategy rests on the assumption that organizations can understand their environment before deciding how to act. Yet the conditions that once allowed organizations to rely on benchmarking, best practices, and proven strategic templates can no longer be taken for granted. Today, organizations increasingly face situations for which no clear roadmap exists. Established assumptions become less reliable, familiar reference points lose their clarity, and strategic decisions must be made before their consequences can be fully understood.

Strategy Without Templates explores how organizations learn, adapt, and navigate environments in which uncertainty is pervasive and established templates are absent or no longer sufficient. Instead of treating strategy as a process of prediction and planning, the book explores how strategic paths take shape through action, experimentation, adjustment, and learning.

A central insight in the book is that temporary solutions are often necessary. What begins as a practical response to an immediate challenge may gradually shape future possibilities in unexpected ways. Some solutions create new opportunities and sources of advantage. Others become constraints that are difficult to overcome.

Hivatkozás: https://mersz.hu/hortovanyi-strategy-without-templates//