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Journal of the Operational Research Society Volume 63, 2012 - Issue 7
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General Paper

Examining the strategy development process through the lens of complex adaptive systems theory

R J HammerAston Business School, Aston UniversityUK
,
J S EdwardsAston Business School, Aston UniversityUK
&
E TapinosAston Business School, Aston UniversityUK
Pages 909-919 | Received 01 Nov 2009, Accepted 01 Jul 2011, Published online: 21 Dec 2017

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Godslove Ampratwum, Kofi Agyekum, Emmanuel Adinyira & Daniel Duah. (2021) A framework for the implementation of green certification of buildings in Ghana. International Journal of Construction Management 21:12, pages 1263-1277.
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Amanda Gregory & Mark Ronan. (2015) Insights into the development of strategy from a complexity perspective. Journal of the Operational Research Society 66:4, pages 627-636.
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Kofi Agyekum, Emmanuel Adinyira, Bernard Baiden, Godslove Ampratwum & Daniel Duah. (2019) Barriers to the adoption of green certification of buildings. Journal of Engineering, Design and Technology 17:5, pages 1035-1055.
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John R. Turner & Rose M. Baker. (2019) Complexity Theory: An Overview with Potential Applications for the Social Sciences. Systems 7:1, pages 4.
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Angela Espinosa, Ezequiel Reficco, Andrea Martínez & David Guzmán. (2015) A methodology for supporting strategy implementation based on the VSM: A case study in a Latin-American multi-national. European Journal of Operational Research 240:1, pages 202-212.
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Oni Bibin Bintoro & Jam Hidajat. (2014) Strategic decision making process and companies performance: Perception of Indonesian executives. Strategic decision making process and companies performance: Perception of Indonesian executives.
Amanda J. Gregory, Jonathan P. Atkins, Daryl Burdon & Michael Elliott. (2013) A problem structuring method for ecosystem-based management: The DPSIR modelling process. European Journal of Operational Research 227:3, pages 558-569.
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Joseph Lampel & Claudio Giachetti. (2013) International diversification of manufacturing operations: Performance implications and moderating forces. Journal of Operations Management 31:4, pages 213-227.
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