Is strategy making a difference?
Article Abstract:
A three-part model was presented which can be used in creating and implementing organizational strategy. The model takes into account the four elements vital in formulating a strategy, namely analysis, visioning, assumptions and socio-political dynamics. It illustrates that when creating a strategy, it is important for managers to challenge not only their own beliefs and assumptions, but also the paradigms that are collectively held by the organization. Such attitude can make strategy formation a learning process to managers and the organization.
Publication Name: Long Range Planning
Subject: Economics
ISSN: 0024-6301
Year: 1999
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Strategic planning in the ASEAN region
Article Abstract:
A survey on the degree of implementation of strategic planning in companies with bases of operations in the Assoc of Southeast Asian Nations was presented. Top officials of some 440 companies in the ASEAN region were among those surveyed. Results indicate that there was growing support for internal, rather than external, strategic planning in ASEAN companies. The future of corporate planning in the ASEAN region still looks promising because of this.
Publication Name: Long Range Planning
Subject: Economics
ISSN: 0024-6301
Year: 1992
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Brief case: managing inputs
Article Abstract:
A personal view on the topic of strategic control processes is discussed. Its main point of contention is on the negligent attitude expressed by companies in managing inputs. Using examples from their client experiences, the concept of managing inputs is illustrated and practical steps for the creation of an
Publication Name: Long Range Planning
Subject: Economics
ISSN: 0024-6301
Year: 1992
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