Article Abstract:
This paper reports the results of a study into strategy content, consensus, and firm performance. It is argued that the content of consensus, i.e. what the agreement is about, is of importance, and that strategic priorities concerned with the extant strategy are constructs that are strategically relevant to the exploration of consensus-performance links. Whereas previous studies have used a statistical measure of consensus (summing standard deviations), in this study the managers' perceptions of strategic priorities have been plotted on two-dimensional graphs. We argue that in contrast to the use of means and standard deviations, by plotting the patterns of perceptions produced by a management group, more information is retained for subsequent interpretation and hence a richer picture of the extent and nature of shared perceptions within a management group can be developed. Using this approach, data from 32 strategic business units were analysed, revealing patterns of consensus and performance. The paper discusses the implications of these patterns, and suggests some avenues for further research. (Reprinted by permission of the publisher.)
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Article Abstract:
Any attempt to examine strategy process must include making a distinction between intended and realized strategies. The term 'intended strategy' describes plans, missions, visions and strategic intent relating to the desired future of the organization. 'Realized strategy,' on the other hand, pertains to the actual, prevailing strategic circumstances of company. A study was conducted to monitor realized strategy over time. It kept track of the perceptions of a sample of managers on existing strategic priorities in their organizations within an 18-month period. Findings reveal a trend in realized strategy that was incongruent with intended or espoused strategy. Cost control priorities were found to be prominent, suggesting that cost control was a dominant strategy.
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Article Abstract:
The article examines tacit knowledge as a heretofore elusive concept for empirical study. The authors propose a redefinition of tacit knowledge as tacit skills, or context-specific resources, and suggest a methodology for research using causal mapping and storytelling.
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