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| Author: | Miller, S. Hickson, D. Wilson, D. |
| Title: | From strategy to action: Involvement and influence in top level decisions |
| Journal: | Long Range Planning
2008 : DEC, VOL. 41:6, p. 606-628 |
| Index terms: | strategy decision making organizations public sector private sector United Kingdom |
| Language: | eng |
| Abstract: | Based on data from a study of the making and implementing of 55 decisions in 14 U.K. public and private sector organizations (hereafter as: orgs.), this study aims at discovering those involved in creating and those in maintaining orgs.' strategic initiatives, and also those having most and least influence. It is found that who is most often in, and who is most often out, is remarkably constant across every kind of orgs. There is a core and periphery of strategic actors: in most orgs. production/service delivery and marketing, together with the CEO, are the most influential, but finance and suppliers also help set the direction. This paper identifies the group bearing most responsibility for the success, or otherwise, of strategic decisions in organizations. |
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