A STUDY OF ORGANIZATIONAL ‘FRAMEWORK’ AND ‘PROCESS’ MODALITIES FOR THE IMPLEMENTATION OF BUSINESS‐LEVEL STRATEGIC DECISIONS*
作者:
James E. Skivington,
Richard L. Daft,
期刊:
Journal of Management Studies
(WILEY Available online 1991)
卷期:
Volume 28,
issue 1
页码: 45-68
ISSN:0022-2380
年代: 1991
DOI:10.1111/j.1467-6486.1991.tb00270.x
出版商: Blackwell Publishing Ltd
数据来源: WILEY
摘要:
ABSTRACTOrganization framework and process are proposed as two modalities for implementing intended business‐level strategic decisions. A model is developed in which the components of these two modalities are defined and related to the implementation of low cost and differentiation strategic decisions. The implementation of 57 decisions in integrated circuits, petroleum, and health care firms are used to test the research hypotheses. The findings suggest that implementation in these firms utilized both framework and process structural elements, but that a different implementationgestaltcharacterized each type of strategic decision. Implications for strategy implementation are discusse
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