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- Title
AN INTEGRATIVE FRAMEWORK FOR STRATEGY-MAKING PROCESSES.
- Authors
Hart, Stuart L.
- Abstract
Most prior literature on strategy making has focused on a limited set of themes (e.g.. rationality) or actors (e.g.. top managers). Resulting typologies have, therefore, tended to be incomplete or overlapping. None have captured the full range of content associated with the phenomenon. In response, this article offers an integrative framework consisting of five modes: command, symbolic-rational, transactive, and generative. The framework is based on the varying roles top managers and organizational members play in the strategy-making process. It goes beyond existing strategy process models by contrasting these roles and illustrating their interaction. Strategy making is viewed as an organizationwide phenomenon. Research propositions are also developed linking strategy-making processes to firm performance.
- Subjects
BUSINESS planning; ORGANIZATIONAL effectiveness; ORGANIZATIONAL research; ORGANIZATIONAL communication; STRATEGIC planning; ORGANIZATIONAL structure; GROUP decision making; PERFORMANCE management; ORGANIZATIONAL sociology research; MANAGEMENT; DECISION making; PROBLEM solving research
- Publication
Academy of Management Review, 1992, Vol 17, Issue 2, p327
- ISSN
0363-7425
- Publication type
Article
- DOI
10.5465/AMR.1992.4279547