摘要:

AbstractWith many executives spending at least part of their management careers in not‐for‐profit organizations, the application of viable principles from corporate experience to the not‐for‐profit situation is important if these managers are to transfer their talents between organizational forms effectively. Strategy identification, evaluation, and reformulation for the not‐for‐profit organization are discussed in this paper, as an adaptation of the principles developed for corporate strategic

ISSN:0143-2095    

DOI:10.1002/smj.4250030202

出版商:John Wiley&Sons, Ltd.    

年代:1982

数据来源: WILEY

摘要:

AbstractThis paper reports the findings of an empirical field study of human behaviour in the context of planning. The investigation centres on ‘behavioural problems’ encountered by managers of strategic planning systems. Two general issues are addressed. The first concerns the frequency of occurrence of these problems among managers and their impact on the effectiveness of the planning process. The second issue pertains to whether the constellation of behavioural problems managers confront varies in accordance with the role of the manager in the planning system. Implications of the findings for practitioners and researchers are discus

ISSN:0143-2095    

DOI:10.1002/smj.4250030203

出版商:John Wiley&Sons, Ltd.    

年代:1982

数据来源: WILEY

摘要:

AbstractThis paper emphasizes the contribution of ‘borrowed experience’ to strategy reformulation. The industry group is described as a particularly important arena in which niche‐related problems and solutions are identified and tested. Industry‐wide mistakes in environmental interpretation and strategic response provide interesting evidence of the importance of this contribution to organizational decision making.An industry oriented view of strategy reformulation requires two kinds of research which are rarely conducted today. We need to know more about the pool of strategic concepts which a group of organizations holds in common at any given time. Spender's study of fork‐lift truck rental companies is reviewed as an example of this kind of work. A second kind of needed research involves change in strategic concepts over time. A study of the perceived import threat to the appliance industry from 1950 to 1975 is summarized as an example of this second kind of

ISSN:0143-2095    

DOI:10.1002/smj.4250030204

出版商:John Wiley&Sons, Ltd.    

年代:1982

数据来源: WILEY

摘要:

AbstractInfluence diagramming is a practical desk‐top tool for mapping complex strategic issues so as to make the issues more comprehensible than otherwise. This article describes influence diagrams, explains how to use them, and relates how the tool was applied in a policy assessment stud

ISSN:0143-2095    

DOI:10.1002/smj.4250030205

出版商:John Wiley&Sons, Ltd.    

年代:1982

数据来源: WILEY

摘要:

AbstractStrategic market opportunities arise either because a firm is exceptionally well placed competitively or because it recognizes the opportunity, on the basis of private information, before others. Strategic market analysis must reflect these two possible routes to attractive opportunities. Both the approaches developed by the Strategic Planning Institute (SPI) through its Profit Impact of Market Strategy (PIMS) and the Boston Consulting Group's (BCG) growth/share matrix fail to reflect the full impact of competitive expectations and risk. Analysis of PIMS data should be directed more towards generalities of limited direct economic significance whereas the BCG approach should be used mostly in the context of experience curve effects. Neither approach should dominate a full analysis of the specific nature and critical ambiguities in any strategic option.

ISSN:0143-2095    

DOI:10.1002/smj.4250030206

出版商:John Wiley&Sons, Ltd.    

年代:1982

数据来源: WILEY

摘要:

AbstractThe purpose of this study was to test empirically the relationships between the environmental scanning activities of upper‐level executives and their organizations' strategies, on the premise that executives would scan to reinforce their organization's particular basis for competing. Among the three industries studied, there were differences in the strategy–scanning link. These differences may have been attributable to different dominant environmental requirements existing in each indus

ISSN:0143-2095    

DOI:10.1002/smj.4250030207

出版商:John Wiley&Sons, Ltd.    

年代:1982

数据来源: WILEY

ISSN:0143-2095    

DOI:10.1002/smj.4250030208

出版商:John Wiley&Sons, Ltd.    

年代:1982

数据来源: WILEY

ISSN:0143-2095    

DOI:10.1002/smj.4250030210

出版商:John Wiley&Sons, Ltd.    

年代:1982

数据来源: WILEY

ISSN:0143-2095    

DOI:10.1002/smj.4250030201

出版商:John Wiley&Sons, Ltd.    

年代:1982

数据来源: WILEY