Abstract
AbstractAmong the strategy scholars, there is general consensus that responsive‐integrative strategy making is essential for ensuring a competitive advantage in contemporary dynamic environments. What is the role of HR in this process, and how can HR support responsive‐integrative strategy making? To answer these questions, we use illustrative experiences from Chr. Hansen, a global supplier of bioscience‐based ingredients to the food, health, and animal feed industries. We argue that HR's strategic role lies in providing support for both centralized and decentralized strategy making by offering aspirations for strategic decisions and by gathering various sources of inspiration for strategy discussions. © 2013 Wiley Periodicals, Inc.
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