Strategy and strategic choice: the case of telecommunications

Article Abstract:

With the influence of increased task ambiguity (yielding innovative strategy shifts) and high concentration (yielding strategies of low and high ambiguity),,the imposition of regulatory and institutional constraints emerges. This point, although true, is often completely neglected by business policy makers and strategic management. Emphasized through the use of a telecommunications model is the importance of using strategy that matches environmental conditions, as defined by task ambiguity and concentration.

Models, Management, Environmental aspects, Telecommunications, Telecommunication, Great Britain

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New CEO intervention and dynamics of deliberate strategic change

Article Abstract:

The deliberate changing of strategic direction during executive succession is analyzed. A case study is used to analyze successful strategic change using the 'comprehensive/collaborative' approach. Testable hypotheses measuring and explaining the intervention dynamics are developed, and a theoretical framework explaining the relationship between chief executive officers' actions, emergent political behavior, and rational synoptic planning is developed.

Research, Case studies, Chief executive officers, Strategic planning (Business), Leadership

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The value of formal planning for strategic decisions: a comment

Article Abstract:

Through a critique of a paper written by D.E. Terpstra entitled,'Relationship between methodological rigor and reported outcomes in organization development evaluation research', a direction for future studies in outlined. Refuted is the idea that the value of formal planning for strategic decisions has been determined.

Analysis, Criticism and interpretation, Authorship, Terpstra, D.E.

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