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| Author: | Burgelman, R. A. Grove, A. S. |
| Title: | Strategic dissonance (Unternehmensentscheidung) |
| Journal: | California Management Review
1996 : WINTER, VOL. 38:2, p. 8-28 |
| Index terms: | |
| Freeterms: | UNTERNEHMENSSTRATEGIE |
| Language: | eng |
| Abstract: | Aligning corporate strategy and strategic action is a key top management responsibility. Such alignmnet is viewed by some as driven by the strategic intent of the CEO who sets ambitious targets within a 10 to 20 years time horizon. This is an inspiring view, but it is a view premised on top managers having extraordinary foresight. If extraordinary foresight is unavailable, how can top management make strategic decisions in high technology industries? The answer to this question is based on research concerning Intel Corporation's strategy evolution as well as an analysis of more than a dozen case studies. |
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