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An exploratory approach to measuring perceptions of strategic decision process constructs

Article Abstract:

Investigation into strategic planning processes has been hampered by research methods that are inappropriate or fail to acknowledge the importance of construct and method development. Two recent studies utilize a statistical method which measures strategic decision process constructs with questionnaires and interviews of companies facing an identical problem. Results were measured against a comprehensive construct. Crucial concepts in defining strategic decision making include positive and remedial goals, means and ends, and comprehensiveness. Other areas in which this method may be used are distinctive competence, cohesion, and culture.

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Patterns of Japanese strategy: strategic combinations of strategies

Article Abstract:

Successful Japanese firms gain competitive advantages by combining several different strategies into one integrated strategy. Knowledge-based strategies, alliance-based strategies, and productivity-based strategies form the foundation for a larger integrated strategy. The integrated strategy is a combination of several strategies, including carefully selecting products and markets, generating customer loyalty through initially low prices, developing improved products, taking advantage of customers' decreased sensitivity to price changes by raising prices, locating manufacturing facilities in host countries, and leveraging assets.

Japan, Marketing, Corporations, Corporations, Japanese

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The relationship of strategic planning to financial performance

Article Abstract:

Companies are successful when strategic management and planning style includes adaptation of resources to the external environment and utilization of long-range planning. A ten-year study of corporations which employ formal strategic planning indicates these organizations performed well financially in absolute terms as well as in comparison to others in their industries. A limitation of this study is that it focuses only on formal planning systems and compares them. There is no indication of how informal planning systems compare with formal ones, or against themselves.

Management, Usage, Planning

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