Article Abstract:
An effort is made to tie together several common aspects of corporate-level strategy to organizational structures. A model is created that assesses the environmental and structural correlates of a plan based on the number and uncertainty of its contingencies. It is demonstrated that strategies of marketing differentiation, complex product innovation, breadth of market, and conservative cost control all have noticeable but very different ties with organic and bureaucratic structural devices of uncertainty reduction, integration, differentiation, and with heterogeneity, hostility, and environmental dynamism.
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Article Abstract:
A corporation's strategic plan includes among its important elements its decision about the amount of financial leverage it chooses to build into its capital structure. A basic operational framework that can help in making that decision is presented which focuses on the likelihood of being incapable of meeting fixed financial charges. An empirical test of the model is conducted, and it is found that the model is potentially useful in the financial planning process.
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Article Abstract:
Tactics are identified by which strategic managers effect strategy. An assessment is made to determine which tactic is most effective in fostering adoption. Analysis indicates that almost exclusive use is made of four typical tactics. The best results are shown with an 'interventionist' approach, but was employed in only one in five cases. 'Participation' and 'persuasion' approaches were the next most effective tactics. 'Edicts' was the least effective tactic.
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