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| Author: | Hart, S. Banbury, C. |
| Title: | How strategy-making processes can make a difference. |
| Journal: | Strategic Management Journal
1994 : MAY, VOL. 15:4, p. 251-269 |
| Index terms: | SKILLS NATURAL RESOURCES ORGANIZATIONS |
| Language: | eng |
| Abstract: | Strategy-making is usually portrayed in dichotomous terms: rational vs. incremental, or formulation vs. implementation. 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. |
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