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dc.contributor.authorDe Rond, Mark
dc.contributor.authorThiétart, Raymond-Alain
dc.date.accessioned2014-06-13T07:09:32Z
dc.date.available2014-06-13T07:09:32Z
dc.date.issued2004
dc.identifier.urihttps://basepub.dauphine.fr/handle/123456789/13444
dc.language.isoenen
dc.subjectstrategyen
dc.subjectcausationen
dc.subjectintellectual historyen
dc.subjectcomplexity theoryen
dc.subjectphilosophyen
dc.subject.ddc658.4en
dc.subject.classificationjelD21en
dc.subject.classificationjelD92en
dc.subject.classificationjelL10en
dc.titleChance, choice and determinism in strategyen
dc.typeDocument de travail / Working paper
dc.description.abstractenExperience suggests that strategy entails some interplay of choice, chance, and determinism as causal elements. Specifically, strategy is predicated on causality, or the principle that strategic choices have causes as well as consequences. Yet our discipline lacks a fundamental theory of causation, one that integrates strategic choice and deterministic perspectives and leaves room for chance. In reply, we venture beyond strategy and the organization sciences into intellectual history and complexity theory. Not only does each tradition have a long and respected track record in confronting causation, but when combined they allow us to address epistemological and ontological issues alike. We conclude with three propositions on the nature of causation in strategy, and examine their epistemological and methodological consequences.en
dc.publisher.nameJudge Institute of Management, University of Cambridgeen
dc.publisher.cityCambridgeen
dc.identifier.citationpages35en
dc.relation.ispartofseriestitleResearch Papers in Management Studiesen
dc.relation.ispartofseriesnumberWP 05/2004en
dc.subject.ddclabelDirection d'entrepriseen
dc.description.submittednonen


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