A strategic contingency model of corporate structure

Article Abstract:

A model is developed in which each of the five structures of multinational corporations is explained in terms of domain parameters, generic strategy, and management orientation. The multinational corporate structures are: worldwide product, worldwide functional area, matrix, and international division. Recent theoretical and empirical works are integrated to form one holistic model referred to as the strategic contingency model. Specific independent variable relationships which predict multinational corporate structure are delineated by the strategic contingency model.

International business enterprises, Multinational corporations

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Planning and financial performance among small firms in a growth industry

Article Abstract:

The relationship between the sophistication of the planning process and the financial performance of small companies in a high growth industry is examined. Statistically significant differences between companies that use sophisticated plans and those that do not are identified using multivariate analysis of variance. The results support the contention that planning sophistication is a key determinant to financial performance.

Analysis, Usage, Small business

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The strategic management process at the public planning unit level

Article Abstract:

A normative strategic management process for public sector agencies is described. Because each agency within a state government provides a different service to a homogeneous group of people, each public planning unit operates in its own context. The unique aspects of public sector strategic management are identified and public sector strategic planning is integrated into a framework for private sector strategic management.

Administrative agencies, Government agencies, Public sector

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