Showing papers in "International Studies of Management and Organization in 1977"
TL;DR: In this paper, the authors present a discussion on strategic business planning as a political process, where decisions are made and acted upon in processes involving individuals and sub-groupings, at various organizational levels, that develop into the pattern of thinking about the world, evaluating that world, and acting upon that world that is called as strategy.
Abstract: The article presents a discussion on strategic business planning as a political process. The formation of strategy in organizations is a continuous process. Specific dilemmas within the firm, or in the firm's environment, may raise the organization members' consciousness of strategy and allow financial analysts to think of strategy formulation as an intentional process built around certain discrete decisions; but strategy is being formed implicitly all the time. Choices are made and acted upon in processes involving individuals and sub-groupings, at various organizational levels, that develop into the pattern of thinking about the world, evaluating that world, and acting upon that world that is called as strategy. Study of the process of strategy formulation therefore involves analyses of both discrete and identifiable decision events and of the pathways to and outcomes of those decision events, together with the connections between successive decisions over time. Strategy formulation is contextually based. Strategy formulation can be understood as a process of political decision-making.
369 citations
TL;DR: In this article, the eighth man of Indostan expresses the basic premise of this paper: what is real is often relatively unimportant compared with how realities are mapped in human minds and created enacted as a result of these mappings.
Abstract: This eighth man of Indostan expresses the basic premise of this paper: that what is real is often relatively unimportant compared with how realities are mapped in human minds and created enacted as a result of these mappings. There may or may not be Elephants; but so long as decision-makers perceive such creatures, they will adapt to Elephant constraints, and they will enact Elephant opportunities. Henry Mintzberg gave us the term "discontinuous" to strug-
113 citations
TL;DR: In this article, power and innovation: A Two-Center Theory of Power and Innovation is presented. But the authors do not discuss the relationship between innovation and power in the two-center theory.
Abstract: (1977). Power and Innovation: A Two-Center Theory. International Studies of Management & Organization: Vol. 7, Power in Organizations, pp. 47-70.
80 citations
TL;DR: In this article, Strategy Formulation as a Historical Process (SFSP) is described as a process of historical process, and the authors present a case study of this process.
Abstract: (1977). Strategy Formulation as a Historical Process. International Studies of Management & Organization: Vol. 7, Strategy Formulation, pp. 28-40.
74 citations
TL;DR: In this article, planning for existing markets: An Empirical Study is presented. International Studies of Management & Organization: Vol. 7, Strategy Formulation, pp. 99-122.
Abstract: (1977). Planning for Existing Markets: An Empirical Study. International Studies of Management & Organization: Vol. 7, Strategy Formulation, pp. 99-122.
43 citations
TL;DR: The theory of strategic behavior as mentioned in this paper is formulated to fill a gap in the current management literature between a number of unidisciplinary, abstract, academic perceptions and a growing literature of prescriptive techniques for managing the relationship between complex organizations and turbulent environments.
Abstract: The theory of strategic behavior here described is formulated to fill a gap in the current management literature between a number of unidisciplinary, abstract, academic perceptions and a growing literature of prescriptive techniques for managing the relationship between complex organizations and turbulent environments. The task attempted is twofold: (1) to integrate the key, relevant, unidisciplinary, theoretical concepts into a multidisciplinary framework; and (2) to make this framework readily applicable to the solution of current and urgent managerial problems. At this time no attempt will be made to popularize the result in language acceptable to managers who have not had previous exposure to the key theoretical and problem-solving concepts found in the economic, sociological, and management literatures.
24 citations
TL;DR: In this article, an empirical study of 168 Belgian Firms is presented, with a focus on the strategic management of the Belgian economy, and the authors propose a strategy formulation method.
Abstract: (1977). Strategic Management: An Empirical Study of 168 Belgian Firms. International Studies of Management & Organization: Vol. 7, Strategy Formulation, pp. 60-75.
23 citations
TL;DR: For example, the authors in this paper show that managers of large French companies are unable to work out a general theory of planning beyond the normative stage, while the latter view the concept as entailing a long and costly procedure that will not really produce results.
Abstract: During the past six years, planning (1) has aroused an interest among many managers of large French companies comparable with that evoked earlier by operations research and information science. The concept of planning has responded to their concern for a better definition of the activities they should engage in over the coming years in a situation of growing environmental instability. But increasing disillusionment can be noted among planning theorists and operating managers. The former are unable to work out a general theory of planning beyond the normative stage, while the latter view the concept as entailing a long and costly procedure that will not really produce results. This point became particularly clear in two studies, carried out in 1971 (2) and 1972 (3_), of some forty large French companies. Most of these firms were having much difficulty putting their planning programs into practice. Some of them even cast doubt on the concept of planning, thus acknowledging that their planning
20 citations
TL;DR: The Management of Innovation in Small and Medium-Sized Industries as mentioned in this paper is a seminal work in the management of innovation in small and medium-sized industries, focusing on three types of companies.
Abstract: (1977). The Management of Innovation in Small and Medium-Sized Industries. International Studies of Management & Organization: Vol. 7, Strategy Formulation, pp. 76-98.
14 citations
TL;DR: In this article, Strategy Formulation as a Structured Process (SFS) is described as a structured process, and the authors propose a method for the formalization of this process.
Abstract: (1977). Strategy Formulation as a Structured Process. International Studies of Management & Organization: Vol. 7, Strategy Formulation, pp. 110-126.
12 citations
TL;DR: In this paper, the authors introduce the concept of power in organizations, and present a survey of the power in organization literature and its application in the field of management and management science.
Abstract: (1977). Introduction: Power in Organizations. International Studies of Management & Organization: Vol. 7, Power in Organizations, pp. 3-6.
TL;DR: In this article, Strategy Formulation as a Cultural Process (SFSP) is described as a process for the formalization of strategy in management and organizational systems, with a focus on cultural aspects.
Abstract: (1977). Strategy Formulation as a Cultural Process. International Studies of Management & Organization: Vol. 7, Strategy Formulation, pp. 127-138.
TL;DR: In this article, Frustration in Decision Processes: A Tentative Frame of Reference is presented. But it does not consider the role of the decision-maker in decision-making process.
Abstract: (1977). Frustration in Decision Processes: A Tentative Frame of Reference. International Studies of Management & Organization: Vol. 7, Strategy Formulation, pp. 6-19.
TL;DR: The Power Structure of Chinese Enterprises as mentioned in this paper, a survey of the power structure of Chinese enterprises, is a good starting point for this paper. pp. 71-90. International Studies of Management & Organization: Vol. 7, Power in Organizations, pp.
Abstract: (1977). The Power Structure of Chinese Enterprises. International Studies of Management & Organization: Vol. 7, Power in Organizations, pp. 71-90.
TL;DR: In this paper, Strategy Formulation as a Stylistic Process (SFS) is described as a strategy formulation as a stylistic process in the context of management and organization.
Abstract: (1977). Strategy Formulation as a Stylistic Process. International Studies of Management & Organization: Vol. 7, Strategy Formulation, pp. 13-27.
TL;DR: In this article, a confrontation in the cathedral is described, where the Cathedral is used as a meeting place for a power in organizations conference. International Studies of Management & Organization: Vol. 7, Power in Organizations, pp. 16-32
Abstract: (1977). Confrontation in the Cathedral. International Studies of Management & Organization: Vol. 7, Power in Organizations, pp. 16-32.