摘要:

AbstractDifferent perspectives of strategic decision‐making and outcomes have been advanced in the literature. Among those are the rational normative, external control, and strategic choice models. The current research examined hypothesized effects of factors associated with these three perspectives on strategic acquisition decisions. Strong support was found for the rational/analytical normative choice perspective with objective criteria explaining the greatest amount of total explained variance in evaluation of target firms. However, industry and executive characteristics also produced main effects on target firm evaluations. Furthermore, the strategic decision models were found to vary by industry and executive characteristics of age, educational degree type, amount and type of work experience, and level (CEO and below). The results suggest that strategic decision models are quite complex with significant implications for future research and for strategic decision‐mak

ISSN:0143-2095    

DOI:10.1002/smj.4250120502

出版商:John Wiley&Sons, Ltd.    

年代:1991

数据来源: WILEY

摘要:

AbstractIn this paper we examine the impact various compensation programs have upon business‐level strategy for technology‐intensive firms. Similarly, we examine the effect of centralization of R&D and non‐R&D decision‐making, formality of procedures, and SBU size on competitive strategy. Analysis of data from 79 SBUs suggest that there is a resource trade‐off between marketing‐oriented strategies and R&D‐oriented strategies, and that managers who operate under certain types of compensation programs will tend to favor R&D/innovation strategies and capital investment over other alternatives. Structure and competitive position also appear to play a significant role in determining technology and invest

ISSN:0143-2095    

DOI:10.1002/smj.4250120503

出版商:John Wiley&Sons, Ltd.    

年代:1991

数据来源: WILEY

摘要:

AbstractThis paper gives an introduction to a recently developed strategic decision support methodology, which makes it possible to represent rule‐setting and rule‐fulfilling decision‐making processes in companies with their structural and behavioral differences. This new methodology also allows us to simulate evolutionary processes in company systems based on these two forms of decision‐making. The new strategic decision support methodology combines the continuous feedback loop concept of system dynamics with discontinuous logical loops, which we call spiral loops. The spiral loop concept, which is based on new developments in evolutionary theory and in the field of artificial intelligence, is used to represent the rule‐setting strategic decisions, which generate qualitative change and evolution. The continuous feedback loop concept is used to model the rule‐fulfilling policy decisions of companies, which can generate quantitative changes in interaction processes. In order to demonstrate how loop‐based strategic decision support systems work in principle we show the ‘portfolio simulation model,’ which helps us to explain and to design the evolution of multibusiness firms i

ISSN:0143-2095    

DOI:10.1002/smj.4250120504

出版商:John Wiley&Sons, Ltd.    

年代:1991

数据来源: WILEY

摘要:

AbstractThis paper describes a longitudinal empirical study comparing joint ventures and non‐joint ventures in the petroleum industry as they compete for oil and gas leases. Results indicate that, while enjoying a significant advantage in market power, joint ventures do not perform any better than non‐joint ventures at identifying potentially productive leases. Because of the higher payments made for these leases, the overall performance of joint ventures is significantly lower than that of non‐joint ven

ISSN:0143-2095    

DOI:10.1002/smj.4250120505

出版商:John Wiley&Sons, Ltd.    

年代:1991

数据来源: WILEY

摘要:

AbstractPrior empirical research has documented a large cross‐sectional correlation between the level of executive pay and firm size. In contrast, this paper examines the association between percentage changes in executive compensation and percentage changes in organizational size. We analyze compensation and size data for executives at several levels of the corporate hierarchy for a sample of 303 firms. Our results indicate that the correlation between compensation and size is much smaller, although still statistically significant, in changes than in levels. This suggests that changes in an executive's compensation are not primarily driven by changes in organizational siz

ISSN:0143-2095    

DOI:10.1002/smj.4250120506

出版商:John Wiley&Sons, Ltd.    

年代:1991

数据来源: WILEY

ISSN:0143-2095    

DOI:10.1002/smj.4250120501

出版商:John Wiley&Sons, Ltd.    

年代:1991

数据来源: WILEY