How Strategy-Making Processes Can Make a Difference Export

@article{citeulike:5300596, abstract = {Strategy-making is usually portrayed in dichotomous terms: rational vs. incremental, or formulation vs. implementation. It may, however, be more valid to think of organizations as entities capable of developing resources and skills in multiple strategy-making process modes. This paper first develops measures to identify firms with different levels and types of strategy-making process `capability' then examines empirically their relationships to five dimensions of perceived performance, using data collected from a sample of 285 top managers. Results indicate that firms with high process capability-the simultaneous use of multiple strategy-making process modes-outperform single-mode or less process-capable organizations.}, author = {Hart, Stuart and Banbury, Catherine}, citeulike-article-id = {5300596}, citeulike-linkout-0 = {http://dx.doi.org/10.2307/2486885}, citeulike-linkout-1 = {http://www.jstor.org/stable/2486885}, doi = {10.2307/2486885}, issn = {01432095}, journal = {Strategic Management Journal}, keywords = {difference, how, make, processes, strategy-making}, number = {4}, pages = {251--269}, posted-at = {2009-07-30 02:39:05}, priority = {3}, publisher = {John Wiley \& Sons}, title = {How Strategy-Making Processes Can Make a Difference}, url = {http://dx.doi.org/10.2307/2486885}, volume = {15}, year = {1994} }

TY - JOUR ID - citeulike:5300596 L3 - citeulike-article-id:5300596 N2 - Strategy-making is usually portrayed in dichotomous terms: rational vs. incremental, or formulation vs. implementation. It may, however, be more valid to think of organizations as entities capable of developing resources and skills in multiple strategy-making process modes. This paper first develops measures to identify firms with different levels and types of strategy-making process `capability' then examines empirically their relationships to five dimensions of perceived performance, using data collected from a sample of 285 top managers. Results indicate that firms with high process capability-the simultaneous use of multiple strategy-making process modes-outperform single-mode or less process-capable organizations. IS - 4 JF - Strategic Management Journal SN - 01432095 EP - 269 TI - How Strategy-Making Processes Can Make a Difference PB - John Wiley & Sons VL - 15 SP - 251 KW - difference KW - how KW - make KW - processes KW - strategy-making AU - Hart, Stuart AU - Banbury, Catherine PY - 1994/// UR - http://dx.doi.org/10.2307/2486885 ER -