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| Author: | Miller, S. Wilson, D. Hickson, D. |
| Title: | Beyond planning: strategies for successfully implementing strategic decisions |
| Journal: | Long Range Planning
2004 : JUN, VOL. 37:3, p. 201-218 |
| Index terms: | Management research Strategic planning Decision making United Kingdom |
| Language: | eng |
| Abstract: | This article brings strategy back to managers and their organizations. It argues and demonstrates empirically that what managers do, and the kind of organization they lead, matter in terms of achieving stated objectives. Managerial action involves a set of activities from assessing the problem to prioritising action, and takes place within an organizational context which has two important elements for decision making. This long-term study of 55 decisions in UK firms shows that careful managerial planning does not of itself guarantee successful outcomes: the organizational context is crucial in farming actions and influencing acievement, and decisions may send a firm on a trajactory beyond the point at which it can plan with confidence. |
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