摘要:

AbstractThis study examines potential explanations for performance differences among multinational enterprises (MNEs). The research variables, diversification strategy and degree of internationalization, involve basic elements of firms' strategy: range and relatedness of products, and relative emphasis on foreign versus domestic operations. The sample included the 100 largest MNEs from the U.S. and Europe. Diversification strategy was significantly related to MNE performance, extending Rumelt's seminal research to international business. Degree of internationalization was also significantly related to MNE performance.

ISSN:0143-2095    

DOI:10.1002/smj.4250100202

出版商:John Wiley&Sons, Ltd.    

年代:1989

数据来源: WILEY

摘要:

AbstractA model of the determinants of chief executive (CEO) compensation is presented and tested. Based on a sample from the leisure industry, the study finds that CEO pay has complex links to several factors: firm size, complexity, performance, CEO power, board vigilance, and the CEO's human capital. The study includes a separate examination of CEO salary and bonus, as well as a test of pay determination across McEachern's (1975) ownership categories.

ISSN:0143-2095    

DOI:10.1002/smj.4250100203

出版商:John Wiley&Sons, Ltd.    

年代:1989

数据来源: WILEY

摘要:

AbstractOver the past 4 years research teams from INSEAD (Fontainebleau), Boston University and Waseda University (Tokyo) have administered a yearly survey on the manufacturing strategy of the large manufacturers of the three industrialized regions of the world. In this paper the results for the 1986 survey are compared. One of the most striking results of that year's survey is the emphasis some of the more advanced manufacturers put on their efforts to overcome the trade‐off between flexibility and cost efficiency. In particular for the Japanese respondents these attempts become clear. Europeans and North Americans are not yet seizing the opportunity to cut costs through rapid production and design changes, and are focusing more on traditional cost reduction programmes and the improvement of quality. This might mean that they are preparing the basis on which they can built to obtain added value from flexible automation. If this is the case then the Japanese are clearly ahea

ISSN:0143-2095    

DOI:10.1002/smj.4250100204

出版商:John Wiley&Sons, Ltd.    

年代:1989

数据来源: WILEY

摘要:

AbstractStrategic managers have been found to use sophisticated tactics to implement strategic plans, but seem to limit their effectiveness by applying them indiscriminately. A contingency framework that uses situational constraints, such as the manager's freedom to act and need for consultation, is developed to select among tactics preferred by practitioners. The framework was tested using 50 episodes of strategic planning. There was a 94 percent success rate when the implementation tactic recommended by the framework was used, and a 29 percent success rate when another (non‐recommended) tactic was applied, suggesting that following the framework's prescriptions may improve the success rate for strategic plan implementation. The implications this research for practicing managers are discusse

ISSN:0143-2095    

DOI:10.1002/smj.4250100205

出版商:John Wiley&Sons, Ltd.    

年代:1989

数据来源: WILEY

摘要:

AbstractSubstantial attention has recently been focused on the reported failures of zero‐base budgeting (ZBB), management by objectives (MBO), and planning, programming, and budgeting (PPB) as management techniques for corporations as well as governmental agencies. This writer has determined that these failures occur because the ZBB, MBO, and PPB techniques are used in lieu of an integrated planning/marketing process and fail to recognize the process or the limitations and scope of these techniques. The techniques can and do work well where they are treated as part of, rather than as a substitute for, the planning/marketing process, and are modified to function efficiently within the process. All elements of the planning/marketing process must be given a fair share of attention if the profit or non‐profit enterprise is to succ

ISSN:0143-2095    

DOI:10.1002/smj.4250100206

出版商:John Wiley&Sons, Ltd.    

年代:1989

数据来源: WILEY

摘要:

AbstractStrategic planning frameworks provide a means of combining internal data about the firm's capabilities with external information about the competitive environment in a manner designed to guide resource allocation. The value chain approach to strategic planning, as described by Michael Porter in his book Competitive Advantage (1985), is a recent addition to this family of planning frameworks. In this article, we address some of the difficulties in using accounting data for value chain analysis. These difficulties are divided into those that are inherent, because of differences in methods of data accumulation, and those that are avoidable.

ISSN:0143-2095    

DOI:10.1002/smj.4250100207

出版商:John Wiley&Sons, Ltd.    

年代:1989

数据来源: WILEY

摘要:

AbstractThe purpose of this paper is to encourage discussion on the ‘state‐of‐the‐science’ in strategy content research. We present a view of an interactive research process and argue that strategy content research would benefit from (1) more carefully developed theoretical work; (2) more theory‐driven data analysis; and (3) less emphasis on the immediate applicability

ISSN:0143-2095    

DOI:10.1002/smj.4250100208

出版商:John Wiley&Sons, Ltd.    

年代:1989

数据来源: WILEY

ISSN:0143-2095    

DOI:10.1002/smj.4250100201

出版商:John Wiley&Sons, Ltd.    

年代:1989

数据来源: WILEY