摘要:

AbstractAmong the schools of thought on strategy formation, one in particular underlies almost all prescription in the field. Referred to as the ‘design school’, it proposes a simple model that views the process as one of design to achieve an essential fit between external threat and opportunity and internal distinctive competence. A number of premises underlie this model: that the process should be one of consciously controlled thought, specifically by the chief executive; that the model must be kept simple and informal; that the strategies produced should be unique, explicit, and simple; and that these strategies should appear fully formulated before they are implemented. This paper discusses and then critiques this model, focusing in particular on the problems of the conscious assessment of strengths and weaknesses, of the need to make strategies explicit, and of the separation between formulation and implementation. In so doing, it calls into question some of the most deep‐seated beliefs in the field of strategic management, including its favorite method of ped

ISSN:0143-2095    

DOI:10.1002/smj.4250110302

出版商:John Wiley&Sons, Ltd.    

年代:1990

数据来源: WILEY

摘要:

AbstractThe concept of strategic groups has been accepted as an important unit of analysis in understanding competitive strategy (Porter, 1980; McGee and Thomas, 1986; Hatten and Hatten, 1987). This study builds upon previous research (Hatten et al., 1978; McGee and Thomas, 1986; Harrigan, 1985; Cool, 1985; Cool and Schendel, 1987, 1988) and providesa general framework for the formation of strategic groups based upon important aspects of firm strategy. This framework is applied to the insurance industry over the 1970–84 time period and strategic implications are drawn. The empirical findings demonstrate that some performance differences exist among strategic groups, and also indicate that the structure of strategic groups (both in terms of the number, and the membership) changes over time. The use of this framework for understanding competitive positioning and developing dynamic theories of strategic group movement is also discusse

ISSN:0143-2095    

DOI:10.1002/smj.4250110303

出版商:John Wiley&Sons, Ltd.    

年代:1990

数据来源: WILEY

摘要:

AbstractThis study seeks to extend and unify a set of research issues relating to CEO selection, succession, compensation, and firm performance. The study offers a model of these issues from a combined agency and organizational perspective, and tests the model using archival data and perceptual data from survey responses from 118 CEOs of the largest U.S. corporations. The results suggest that several CEO issues are significant predictors of variation in firm performance, supporting the paper's arguments for (1) a reinterpretation of the insiderfoutsider CEO distinction, (2) the relevance of CEO succession planning, and (3) the importance of CEOs' perceptions of the linkage between their personal wealth and firm wealth.

ISSN:0143-2095    

DOI:10.1002/smj.4250110304

出版商:John Wiley&Sons, Ltd.    

年代:1990

数据来源: WILEY

摘要:

AbstractThis paper reports the results of a study investigating the strategic involvement of middlelevel managers in 20 organizations. The results suggest that involvement in the formation of strategy is associated with improved organizational performance. Consensus among middle‐level managers, defined as strategic understanding and commitment, is related to involvement in the strategic process but not to organizational performance. Implications for research and the management of the strategic process are discusse

ISSN:0143-2095    

DOI:10.1002/smj.4250110305

出版商:John Wiley&Sons, Ltd.    

年代:1990

数据来源: WILEY

摘要:

AbstractQuality ratings of strategic management journals by experts correlate closely with objective quality measures of current article impact and cumulative journal influence. In part, journal quality seems determined by editors' research stature. Over 12 years, scholarly influence of strategic management periodicals has grown nearly three‐fold, as two new journals directed to conceptual development of management as a whole have risen to prominence. Expansion of strategic management research and growth of its influence may be in response to challenges posed by the continuing crisis of managerial and business performanc

ISSN:0143-2095    

DOI:10.1002/smj.4250110306

出版商:John Wiley&Sons, Ltd.    

年代:1990

数据来源: WILEY

ISSN:0143-2095    

DOI:10.1002/smj.4250110301

出版商:John Wiley&Sons, Ltd.    

年代:1990

数据来源: WILEY