摘要:

ABSTRACTModels of strategic decision‐making and environmental scanning typically assume that decision‐makers diagnose issues actively, using conscious and intentional effort to identify and to interpret potentially significant events, developments and trends. This article establishes that conditions in organizations put decision‐makers ‘on automatic’in their diagnosis of strategic issues, with direct implications for the process and content of strategic action. Implications for theory and practice are es

ISSN:0022-2380    

DOI:10.1111/j.1467-6486.1993.tb00308.x

出版商:Blackwell Publishing Ltd    

年代:1993

数据来源: WILEY

摘要:

ABSTRACTThis article examines the differences in strategic planning system characteristics such as planning implementation, market research competence, key personnel involvement, degree of assistance provided by the planning staff and innovativeness of strategies between the Prospector and Defender strategic archetypes. the study also tests whether deviations from a defined ideal profile of strategic planning system characteristics has implications for performance within each strategic archetype. the findings reveal significant differences in strategic planning system characteristics between Prospectors and Defenders, as well as suggest negative performance implications for deviating from a defined ideal profile of strategic planning system characteristics among Prospector organizations.

ISSN:0022-2380    

DOI:10.1111/j.1467-6486.1993.tb00309.x

出版商:Blackwell Publishing Ltd    

年代:1993

数据来源: WILEY

摘要:

ABSTRACTThis article explores the relationships among influence, autonomy and control in a joint venture setting. It addresses the mechanisms available to joint venture (JV) managers to influence and gain compliance from parent firms. Control categories derived primarily from research on unified structures are explored in a new domain, an international joint venture. the beginning of new theory specific to relationships in joint ventures is developed based on causal maps of managerial perceptions. the results suggest that the use of upward influence to gain autonomy in a joint venture is different and more complex than in unified structures or among independent organizations.

ISSN:0022-2380    

DOI:10.1111/j.1467-6486.1993.tb00310.x

出版商:Blackwell Publishing Ltd    

年代:1993

数据来源: WILEY

摘要:

ABSTRACTBy means of reviewing existing literature about the role of leaders in determining organizational strategy, an integrative analytical framework is developed. the framework considers the leader to be key to both the formulation and implementation of strategy. It further identifies factors that moderate the leader's impact on strategy. Hypotheses are presented along with implications for future research regarding the role and impact of leadership.

ISSN:0022-2380    

DOI:10.1111/j.1467-6486.1993.tb00311.x

出版商:Blackwell Publishing Ltd    

年代:1993

数据来源: WILEY

摘要:

ABSTRACTFor a long time it has been recognized that traditional bureaucratic modes of control are not very efficient in many highly uncertain, rapidly changing or otherwise troublesome situations.Inspired by transaction cost thinking different authors have suggested that clan form control or certain types of corporate cultures should do better in these circumstances. Among these, Ouchi (1980) and Wilkins and Ouchi (1983) stand clearly in the foreground and the transaction cost related clan developed by these authors is discussed at length in the article.Further we examine some empirical case studies indicating that other types of mechanisms than suggested by transaction cost reasoning seem to be involved. As a result we propose an extension of the clan concept to include three different kinds of clans: (1) the Economic‐co‐operative Clan, (2) the Social‐integrative Clan, and (3) the Blood‐kinship Clan.Next we discuss how clans or local cultures become established, including the possibilities for management to develop these kinds of patterns intentionally. Finally we set up some tentative hypotheses concerning the significance of‘economic’and ‘social’types of clans in ambiguous situations and the limits of the ideas of the transaction cost approach in explaining complex exchange issues i

ISSN:0022-2380    

DOI:10.1111/j.1467-6486.1993.tb00312.x

出版商:Blackwell Publishing Ltd    

年代:1993

数据来源: WILEY

摘要:

ABSTRACTGovernments are able to manipulate economic transactions in order to achieve foreign policy goals. This article addresses the question: can managers of multinational enterprises (MNEs) structure economic transactions in ways that will limit the costs resulting from government intervention? Using a transaction cost framework, the efficiency of alternative structures (exporting, joint ventures, licensing, or wholly owned subsidiaries) for protecting a firm's interests are assessed. We argue that the traditional focus on the dyadic relationship between supplier and buyer misses sources of transaction costs; by conceptualizing economic transactions as embedded in a political context, additional sources of transaction costs are revealed. We examine three cases of home government intervention in US MNE transactions with the Soviet Union. We find that the full range of structural alternatives is affected by government sanctions, although sanctions are imposed on exporting relationships first and removed last. We find that MNEs are, therefore, beginning to insulate international transactions by making their overseas subsidiaries more independent of US technology and supplies with the hope that the US government will be less likely to impose its will extraterritorially by intervening in foreign subsidiaries’private economic transaction

ISSN:0022-2380    

DOI:10.1111/j.1467-6486.1993.tb00313.x

出版商:Blackwell Publishing Ltd    

年代:1993

数据来源: WILEY

摘要:

Heller, F. (Ed.).Decision‐Making and Leadership.Reed, M.The Sociology of Organizations: Themes, Perspectives and Prospects.Hosking, D. M. and Morley, I. E.A Social Psychology of Organizing: People, Processes and Contexts.WhitehillArthurM.Japanese Management: Tradition and Transition.Hodgkinson, ChristopherEducational Leadership, the Moral Art.Gospel, Howard.Markets, Firms and the Management of Labour In Modern Britain.MillsAlbertJ. and Murgatroyd, StephenJ.,Organizational Rules: A Framework For Understanding Organizational Action.Cooper, C. L. and Roberton, I. T. (Eds.),International Review of Industrial&Organizational Psychology 1992, Volume 7.Bradley, K. (Ed.),Human Resource Management: People and Performance.Gerwin, D. and Kolodny, H.Management of Advanced Manufacturing Technology: Strategy, Organization&Innovation.Gomez‐Mejia, LuisR. and Balkin, DavidB.Compensation, Organizational Strategy, and Firm Performance.Henry, Janeand Walker, David(Eds.).Managing Innovation.CurranJames, and Blackburn, RobertA. (Eds.).Paths of Enterprise: the Future of Small Business.Dastmalchian, Ali, Blyton, Pauland Adamson, Raymond.The Climate of Workplace Relati

ISSN:0022-2380    

DOI:10.1111/j.1467-6486.1993.tb00314.x

出版商:Blackwell Publishing Ltd    

年代:1993

数据来源: WILEY