摘要:

AbstractThis paper reports on an empirical study of strategic decision‐making processes and organizational learning in 32 business organizations facing complex environments. The decision processes were found to vary in four prototypical patterns described here as the strategic decision‐making models. These models are proposed as an initial step towards the development of a taxonomy of strategic decision processes. The relationships between strategic decision‐making models and organizational learning systems that support them are explored. These models may help researchers to conceptualize and practitioners to manage strategy formulation processes in organiza

ISSN:0143-2095    

DOI:10.1002/smj.4250060202

出版商:John Wiley&Sons, Ltd.    

年代:1985

数据来源: WILEY

摘要:

AbstractA model of cultural control is developed and contrasted with the more familiar bureaucratic control model. This model is used to explain processes of strategic adaptation as observed in Japanese cultural control and American bureaucratic control firms. A discussion of the strategic costs and benefits to the organization associated with each type of control is then presented.

ISSN:0143-2095    

DOI:10.1002/smj.4250060203

出版商:John Wiley&Sons, Ltd.    

年代:1985

数据来源: WILEY

摘要:

AbstractData from representative privately owned profit‐making, privately owned non‐profit and publicly owned non‐profit organizations are used to determine differences in influence strategy and whether organizational context (e.g. size, dependence) and fear are significant explanatory variables for variation in influence strategies across industries. Extending ‘power‐dependence theory’ to conditions of vertical interdependence between regulated organizations and regulatory agencies, the present study finds support for the hypotheses that context has a significant positive effect on information based influence strategies, but no significant effect on pressure strategies of influence. Further, fear of government retaliation is found to be related negatively to information based influence strategies and related positively to pressure strategies. Implications for further theoretical development and private and public polic

ISSN:0143-2095    

DOI:10.1002/smj.4250060204

出版商:John Wiley&Sons, Ltd.    

年代:1985

数据来源: WILEY

摘要:

AbstractThis study investigated the relationship of seven common factors of acquisition strategy to the long run financial performance of acquiring firms: relative size, acquisition rate, industry commonality, timing, type of consideration, acquiree profitability and price paid. The factors were analysed individually and in concert using a database of 138 active acquiring firms which had accomplished some 3500 acquisitions during the 1967‐1976 study time period. All factors except price paid were found to be individually significantly statistically related to the performance measures. Also, these factors together accounted for most of the post‐merger financial performance which can be attributed to the acquisition programme. These results indicate that six key acquisition variables, on the average, largely determine the success of acquisition strategy. Therefore, by means of those variables, guidelines are provided that should improve the effectiveness of an acquisition progra

ISSN:0143-2095    

DOI:10.1002/smj.4250060205

出版商:John Wiley&Sons, Ltd.    

年代:1985

数据来源: WILEY

摘要:

AbstractStrategic management studies frequently involve obtaining retrospective data from strategic‐level managers. The use of this data acquisition methodology has received relatively little codification and little critical review or comment. This seems unfortunate, as discussion and codification of the methodology could be useful for those academic researchers and corporate staff who study strategic decisions and organizational processes and for those managers who may be asked to provide the retrospective data. This paper is an attempt to remedy the current state of affairs. In particular, the paper reviews several sources of the data inaccuracies that commonly affect retrospective data and offers guidelines for reducing the occurrence or magnitude of these inaccuracie

ISSN:0143-2095    

DOI:10.1002/smj.4250060206

出版商:John Wiley&Sons, Ltd.    

年代:1985

数据来源: WILEY

摘要:

AbstractWhen an organization tries to realize better its central mission, it is often important to maintain both line and staff units' integration with the central mission while flexibly and innovatively responding to evolving and changing external markets and environments. However, internal flexibility/innovation and integration needs often conflict. Thus, how to resolve these conflicting needs becomes somewhat of a dilemma (Lorsch and Allen, 1973; Nielsen, 1981, 1983d).

ISSN:0143-2095    

DOI:10.1002/smj.4250060207

出版商:John Wiley&Sons, Ltd.    

年代:1985

数据来源: WILEY

ISSN:0143-2095    

DOI:10.1002/smj.4250060208

出版商:John Wiley&Sons, Ltd.    

年代:1985

数据来源: WILEY

ISSN:0143-2095    

DOI:10.1002/smj.4250060209

出版商:John Wiley&Sons, Ltd.    

年代:1985

数据来源: WILEY

ISSN:0143-2095    

DOI:10.1002/smj.4250060210

出版商:John Wiley&Sons, Ltd.    

年代:1985

数据来源: WILEY

ISSN:0143-2095    

DOI:10.1002/smj.4250060201

出版商:John Wiley&Sons, Ltd.    

年代:1985

数据来源: WILEY