Environmental uncertainty and environmental scanning activities of Nigerian manufacturing executives: a comparative analysis
Article Abstract:
Environmental scanning behavior in response to perceived environmental uncertainty is examined in a developing country setting as compared to a developed one. The planning environment of developing countries has unique characteristics that increase uncertainty, such as the lack of environmental monitoring technology, infrastructure and information sources; political and economic instability; and lower levels of management education among managers. The characteristics of the economic, political and socio-cultural dimensions of Nigerian business are presented, followed by an analysis of the scanning behavior of CEOs of 47 Nigerian manufacturing firms. The results indicate that the economic and political sectors were the most important to Nigerian executives, as compared to their American counterparts, who ranked the technological environment as their most monitored sector.
Publication Name: Strategic Management Journal
Subject: Business
ISSN: 0143-2095
Year: 1993
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Procedural justice, strategic decision making, and the knowledge economy
Article Abstract:
The perception of fairness of decision-making processes determines the level of voluntary cooperation of individuals as strategic decisions are formulated and implemented. Specifically, voluntary cooperation is at a high level, as can be gleaned from attitudes of trust and commitment, when people perceive decision-making processes to be fair. On the other hand, people refuse to cooperate when they perceive decision-making processes to be unfair. Procedural justice is a key factor in strategic decisions of high quality, their effective implementation and their consequences relative to a firm's bottom line. The intellectual and emotional recognition theory is developed and used to explain why procedural justice produces attitudinal and behavioral effects that are crucial in the knowledge economy.
Publication Name: Strategic Management Journal
Subject: Business
ISSN: 0143-2095
Year: 1998
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Strategic corps and magnificent obsessions: discovering strategy formation through daily activities of CEOs
Article Abstract:
The obsessions of leaders are examined with an emphasis on the role they play in establishing causality between intention and action. Data was collected by directly observing three corporate presidents for a month. Observation results reveal that chief executive officers generate strategic foundations consistent with their preoccupation through their activities. Results also reveal that obsessions central to their preoccupations are common in all of their activities and are helpful in understanding their compulsion to concentrate on certain issues.
Publication Name: Strategic Management Journal
Subject: Business
ISSN: 0143-2095
Year: 1989
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