The objective of this study is to examine how interactive control (IC) influences emergent strategies. The aim of IC is to make a new strategy emerge by directing the organizational attention to a strategic uncertainty. In the process of IC, individuals are encouraged to search for new opportunities and threats, repeat experiments with trial and error, and engage in dialogue for innovation. Such micro-level attempts, which are often contingent and continuous, are put together at the macro-level to emerge a new strategy, called a dynamic process of IC. This study explores the dynamic process of IC by focusing on the mutual relationship between the micro-level activities and the macro-level phenomena that occur in the organization. To do this, we used a computational simulation method, agent-based modeling, to make the process of IC observable. Our simulations illustrated repetitive interactions at the micro-level, and a strategic pattern emerged at the macro-level. We discussed the simulation-based results to suggest several implications: the micro-macro loop in the dynamic process of IC, the effect of the high intensity of IC, tension management, and strategic uncertainty. Finally, limitations of this study and future research were addressed.
Read full abstract