Strategic uncertainty and environmental scanning: the case for institutional influences on scanning behavior

Article Abstract:

A study was conducted to investigate the association between perceptions of strategic uncertainty and environmental scanning behaviors. This research tested four hypotheses regarding scanning behavior in a sample of 141 medium-sized Bulgarian firms. These companies exist in a highly constrained external environment and business culture with a low level of calculative strategic decisionmaking. Findings revealed that, of the seven environment sectors, the political/legal sector had the greatest uncertainty score, which was followed by the supplier and customer/market sectors. This is in sharp contrast to the findings in the US, where the customer sector achieved the highest strategic uncertainty score, followed by the economic, competitor, technological, political/legal and sociocultural sectors. Comparisons revealed systematic variations between strategic uncertainty perception and environmental scanning behavior in both countries.

Uncertainty, Public institutions

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The utilization of individual capabilities in group approaches to strategic decision-making

Article Abstract:

Research has found that groups using dialectical inquiry or devil's advocacy techniques make better strategic planning decisions than do groups using consensus. The improvement in decision-making capabilities was attributed to an efficient use of individual group members' capabilities by dialectical inquiry and devil's advocacy techniques. The dialectical inquiry group and the devil's advocacy group produced recommendations that were of a higher quality than the consensus group or the average of individual members of the respective groups.

Research, Management, Interpersonal communication, Social groups, Decision-making, Group, Group decision making, Group problem solving, Consensus (Social sciences)

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Changes in the intellectual structure of strategic management research: A bibliometric study of the strategic management journal, 1980-2000

Article Abstract:

The works that have had the greatest impact on strategic management research is identified and the changes that have taken place in the intellectual structure of this discipline are analyzed. The methodology is based on the bibliometric techniques of citation and co-citation analysis.

Organizational research

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