Topic
Strategic planning
About: Strategic planning is a research topic. Over the lifetime, 36968 publications have been published within this topic receiving 980141 citations.
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TL;DR: In this article, the authors focus on conflict as the crux of this paradox and provide evidence from two different samples of conflict's consistent yet contradictory effects on decision quality, consensus, and affective acceptance.
Abstract: Top management teams make strategic decisions, and the products of their decision making influence organizational performance. However, a subtle paradox is embedded in this relationship. This study focuses on conflict as the crux of this paradox and provides evidence from two different samples of conflict's consistent yet contradictory effects on decision quality, consensus, and affective acceptance.
2,464 citations
TL;DR: In this paper, the authors develop the concept of strategic network, as a tool to understand those cooperative relationships and their role in the strategy of the firm, and show that strategic networks are but a "mode of organization" and analyze the economic conditions of existence of a network.
Abstract: In parallel with a theoretical acceptance of the importance of the laws of competition to formulate strategy, the realization is growing that cooperative behavior among firms is at the root of many success stories in today's management. This situation calls for an effort to develop a theoretical framework to study both aspects of firm behavior (cooperative and competitive) as compatible, complementary aspects of a unique reality. Indeed, the cooperative relationships of a firm can be the source of its competitive strength.
This paper develops the concept of strategic network, as a tool to understand those cooperative relationships and their role in the strategy of the firm. There are three main tasks of the paper: first, to show that strategic networks are but a ‘mode of organization’; second, to study the economic conditions of existence of a network; finally, to analyze the conditions of existence of a network from the point of view of its internal consistency. In a final section some of the most obvious strategic implications of the framework are outlined.
2,457 citations
TL;DR: In this paper, the authors contributed to stakeholder theory development by deriving two distinct stakeholder management models from extant research, and testing the descriptive accuracy of these models, and including important variables from the strategy literature in the tested models.
Abstract: Little empirical work has been done on the effect of stakeholder management on corporate performance. In this study, we contributed to stakeholder theory development by (1) deriving two distinct stakeholder management models from extant research, (2) testing the descriptive accuracy of these models, and (3) including important variables from the strategy literature in the tested models. The results provide support for a strategic stakeholder management model but no support for an intrinsic stakeholder commitment model. Implications of these findings for management practice and future research are discussed.
2,329 citations
TL;DR: In this paper, the authors discuss the importance of network management in international operations and in industrial and services marketing, especially in the context of non-profit agencies, and propose an alternative between the open market and the internalization of activity.
Abstract: Summary Interorganizational networks generally have been discussed in the context of nonprofit agencies. Providing an alternative between the open market and the internalization of activity the network potentially may be even more important in business. This is especially true in international operations and in industrial and services marketing. Involving technology transfer, information exchange, accounting and finance as well as marketing, network management calls for a holistic approach. To serve as an engine of growth the network also requires strategic planning both at the overall level and in memberfirms.
2,286 citations
TL;DR: In this paper, the authors seek to understand which of three different strategic orientations of the firm (customer, competitive, and technological) is more appropriate, when, and why it is so in the context of d...
Abstract: The authors seek to understand which of three different strategic orientations of the firm (customer, competitive, and technological) is more appropriate, when, and why it is so in the context of d...
2,237 citations