†Authors are listed alphabetically.
Microfoundations of strategic problem formulation†
Article first published online: 17 JUL 2012
Copyright © 2012 John Wiley & Sons, Ltd.
Strategic Management Journal
Volume 34, Issue 2, pages 197–214, February 2013
How to Cite
Baer, M., Dirks, K. T. and Nickerson, J. A. (2013), Microfoundations of strategic problem formulation. Strat. Mgmt. J., 34: 197–214. doi: 10.1002/smj.2004
- Issue published online: 26 DEC 2012
- Article first published online: 17 JUL 2012
- Accepted manuscript online: 29 JUN 2012 11:31AM EST
- Manuscript Revised: 27 JUN 2012
- Manuscript Received: 7 JUL 2010
- problem formulation;
- structured process;
Before a strategy can be developed, the problem it is supposed to address needs to be formulated. We establish the microfoundations of strategic problem formulation by developing a theory that predicts a core set of impediments to formulation that arise when complex, ill-structured problems are addressed by heterogeneous teams. These impediments fundamentally constrain and narrow problem formulation, thereby limiting solution search and potential value creation. We establish these impediments as a set of design goals, which, if remedied by an appropriately constructed mechanism, can expand problem formulation to be more comprehensive. Finally, we consider how organizations can improve problem formulation by creating a structured process that satisfies the theoretically derived design goals and detail a specific example of this mechanism (collaborative structured inquiry). Copyright © 2012 John Wiley & Sons, Ltd.