An integrative framework for strategy-making processes

Article Abstract:

Most prior literature on strategy making has focused on a limited set of themes (e.g., rationality) or actors (e.g., top managers). Resulting typologies have, therefore, tended to be incomplete or overlapping. None have captured the full range of content associated with the phenomenon. In response, this article offers an integrative framework conssting of five modes: command, symbolic, rational, transactive, and generative. The framework is based on the varying roles top managers and organizational members play in the strategy-making process. It goes beyond existing strategy process models by contrasting these roles and illustrating their interaction. Startegy making is viewed as an organizationwide phenomenon. Research propositions are also developed linking strategy-making processes to firm performance. (Reprinted by permission of the publisher.)

Research, Strategic planning (Business), Organizational behavior

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Understanding HRM-firm performance linkages: the role of the "strength" of the HRM system

Article Abstract:

The construct 'strength of the HRM system' is introduced and the metafeatures of an HRM system that result in a strong organizational climate in which individuals share a common interpretation of what behaviors are expected and rewarded is described. The strength of the HRM system enables to explain how individual attributes accumulate to affect organizational effectiveness.

United States, Business Personnel Management, Customer Relations, Management Training & Evaluation, Analysis, Evaluation, Human resource management, Management training

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