Environmental analysis units and strategic decision-making: a field study of selected 'leading edge' corporations

Article Abstract:

A study of ten leading edge corporations was performed to determine the viability of specialized environmental scanning units that companies have developed in response to increasing environmental change. The results indicated that the continuing experimentation with other administrative structures and the vulnerability of units are not closely correlated to strategic planning processes. Public policy role, strategic planning integrated role, function-oriented role, and design contingencies are discussed.

Decision-making, Decision making, Environmental indexes

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Aligning managers with strategies: management development versus selection

Article Abstract:

The use of management development for increasing the alignment between managerial talent and organizational strategy is examined. Several characteristics of managerial development including its costs, benefits, and potential role in strategy implementation are discussed. Managerial development's characteristics are compared to those of management selection-based strategy implementation techniques. The cultural, strategic, and structural factors that affect alignment methodology choice are also discussed.

Social aspects

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Environmental analysis: the applicability of current theory

Article Abstract:

Executives are under increasing pressure to find better methods for assessing organizational environments. Alternative models for environmental analysis are examined. The theoretical issues surrounding environmental analysis are discussed.

Corporations, Organizational research, Organizational behavior

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