{"id":{"repo_id":"mit","oai_identifier":"oai:dspace.mit.edu:1721.1/65808"},"canonical_url":"https://search.dev.ndltd.org/etd/mit/oai:dspace.mit.edu:1721.1/65808","repository":{"repo_id":"mit","name":"MIT","base_url":"https://dspace.mit.edu/oai/request"},"display":{"title":"Is your strategy working out now? : strategic inquiry as leadership","abstract":"Since the word \"strategy\" was introduced to the business world around the 1950s, a large number of research studies have emerged about \"what is a good strategy?\" (Strategy as a product) and even \"what is good strategizing practice?\" (Strategy as a practice) However, less research has been done on what impact a strategy should deliver, i.e. \"what is the good strategized?\" (Strategy as an impact) Similarly, many top managers expend a great deal of efforts getting the right strategy (Strategy as a product.) or ensuring an organization has the right strategizing practice (Strategy as a practice), but they typically are less mindful about how they lead the strategy and strategizing practice by validating and substantiating that the firm is obtaining the right results from the strategy (Strategy as impact). This research suggests that top managers should use the impact of strategy as the key criterion in managing the strategy as a product and as a practice by providing well framed strategic inquires that top managers should address and leverage to lead an organization.","abstract_html":"Since the word "strategy" was introduced to the business world around the 1950s, a large number of research studies have emerged about "what is a good strategy?" (Strategy as a product) and even "what is good strategizing practice?" (Strategy as a practice) However, less research has been done on what impact a strategy should deliver, i.e. "what is the good strategized?" (Strategy as an impact) Similarly, many top managers expend a great deal of efforts getting the right strategy (Strategy as a product.) or ensuring an organization has the right strategizing practice (Strategy as a practice), but they typically are less mindful about how they lead the strategy and strategizing practice by validating and substantiating that the firm is obtaining the right results from the strategy (Strategy as impact). This research suggests that top managers should use the impact of strategy as the key criterion in managing the strategy as a product and as a practice by providing well framed strategic inquires that top managers should address and leverage to lead an organization.","abstract_has_math":false,"creators":["Kim, Sangbeom"],"institution":"Massachusetts Institute of Technology","degree_name":null,"degree_level":null,"degree_discipline":null,"degree_department":"Sloan School of Management.","school":null,"contributors":[],"advisors":["Donald Roy Lessard."],"committee_chairs":[],"committee_members":[],"year":2011,"date_issued":"2011","date_published":"2011","updated_at":"2026-07-22T22:20:56Z","subjects":["Sloan School of Management."],"languages":["eng"],"rights":["M.I.T. theses are protected by copyright. They may be viewed from this source for any purpose, but reproduction or distribution in any format is prohibited without written permission. See provided URL for inquiries about permission."],"rights_urls":["http://dspace.mit.edu/handle/1721.1/7582"],"identifier_entries":[]},"links":{"outbound_url":"http://hdl.handle.net/1721.1/65808","outbound_label":"Handle","outbound_source":"dc:identifier.uri"},"metadata_groups":[{"id":"people","label":"People","entries":[{"key":"dc:contributor.advisor","label":"Advisor","values":["Donald Roy Lessard."]},{"key":"dc:contributor.department","label":"Department","values":["Sloan School of Management."]},{"key":"dc:contributor.other","label":"Dc Contributor Other","values":["Sloan School of Management."]},{"key":"dc:creator","label":"Author","values":["Kim, Sangbeom"]}]},{"id":"academic_context","label":"Academic Context","entries":[{"key":"dc:date.accessioned","label":"Dc Date Accessioned","values":["2011-09-13T17:55:27Z"]},{"key":"dc:date.available","label":"Dc Date Available","values":["2011-09-13T17:55:27Z"]},{"key":"dc:date.issued","label":"Date","values":["2011"]},{"key":"dc:publisher","label":"Institution","values":["Massachusetts Institute of Technology"]},{"key":"dc:type","label":"Dc Type","values":["Thesis"]}]},{"id":"subjects_keywords","label":"Subjects and Keywords","entries":[{"key":"dc:subject","label":"Dc Subject","values":["Sloan School of Management."]}]},{"id":"language_rights","label":"Language and Rights","entries":[{"key":"dc:language.iso","label":"Language (ISO)","values":["eng"]},{"key":"dc:rights","label":"Dc Rights","values":["M.I.T. theses are protected by copyright. They may be viewed from this source for any purpose, but reproduction or distribution in any format is prohibited without written permission. See provided URL for inquiries about permission."]},{"key":"dc:rights.uri","label":"Rights URI","values":["http://dspace.mit.edu/handle/1721.1/7582"]}]},{"id":"identifiers","label":"Identifiers","entries":[{"key":"dc:identifier.uri","label":"Identifier URI","values":["http://hdl.handle.net/1721.1/65808"]}]},{"id":"additional","label":"Additional Metadata","entries":[{"key":"dc:description","label":"Description","values":["Thesis (S.M.)--Massachusetts Institute of Technology, Sloan School of Management, 2011.","Cataloged from PDF version of thesis.","Includes bibliographical references (p. 109-115)."]},{"key":"dc:description.abstract","label":"Abstract","values":["Since the word \"strategy\" was introduced to the business world around the 1950s, a large number of research studies have emerged about \"what is a good strategy?\" (Strategy as a product) and even \"what is good strategizing practice?\" (Strategy as a practice) However, less research has been done on what impact a strategy should deliver, i.e. \"what is the good strategized?\" (Strategy as an impact) Similarly, many top managers expend a great deal of efforts getting the right strategy (Strategy as a product.) or ensuring an organization has the right strategizing practice (Strategy as a practice), but they typically are less mindful about how they lead the strategy and strategizing practice by validating and substantiating that the firm is obtaining the right results from the strategy (Strategy as impact). This research suggests that top managers should use the impact of strategy as the key criterion in managing the strategy as a product and as a practice by providing well framed strategic inquires that top managers should address and leverage to lead an organization."]},{"key":"dc:description.degree","label":"Dc Description Degree","values":["S.M."]},{"key":"dc:title","label":"Title","values":["Is your strategy working out now? : strategic inquiry as leadership"]}]}],"canonical_facts":{"dc:contributor.advisor":["Donald Roy Lessard."],"dc:contributor.department":["Sloan School of Management."],"dc:contributor.other":["Sloan School of Management."],"dc:creator":["Kim, Sangbeom"],"dc:date.accessioned":["2011-09-13T17:55:27Z"],"dc:date.available":["2011-09-13T17:55:27Z"],"dc:date.issued":["2011"],"dc:description":["Thesis (S.M.)--Massachusetts Institute of Technology, Sloan School of Management, 2011.","Cataloged from PDF version of thesis.","Includes bibliographical references (p. 109-115)."],"dc:description.abstract":["Since the word \"strategy\" was introduced to the business world around the 1950s, a large number of research studies have emerged about \"what is a good strategy?\" (Strategy as a product) and even \"what is good strategizing practice?\" (Strategy as a practice) However, less research has been done on what impact a strategy should deliver, i.e. \"what is the good strategized?\" (Strategy as an impact) Similarly, many top managers expend a great deal of efforts getting the right strategy (Strategy as a product.) or ensuring an organization has the right strategizing practice (Strategy as a practice), but they typically are less mindful about how they lead the strategy and strategizing practice by validating and substantiating that the firm is obtaining the right results from the strategy (Strategy as impact). This research suggests that top managers should use the impact of strategy as the key criterion in managing the strategy as a product and as a practice by providing well framed strategic inquires that top managers should address and leverage to lead an organization."],"dc:description.degree":["S.M."],"dc:identifier.uri":["http://hdl.handle.net/1721.1/65808"],"dc:language.iso":["eng"],"dc:publisher":["Massachusetts Institute of Technology"],"dc:rights":["M.I.T. theses are protected by copyright. They may be viewed from this source for any purpose, but reproduction or distribution in any format is prohibited without written permission. See provided URL for inquiries about permission."],"dc:rights.uri":["http://dspace.mit.edu/handle/1721.1/7582"],"dc:subject":["Sloan School of Management."],"dc:title":["Is your strategy working out now? : strategic inquiry as leadership"],"dc:type":["Thesis"]},"updated_at":"2026-07-22T22:20:56Z"}