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A Review Of Strategic Process Research

A. Huff, R. Reger
Published 1987 · Psychology

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This article reviews research on the process of strategic management reported over the last six years in seven leading journals. Nine " 'streams" of work are identified and critiqued. The field is described as giving continuing attention to the possibilities and problems of strategic planning and decision making, but also moving into new areas of research-especially the problem of how the attention of decision makers is directed toward specific agendas for action. We recommend more studies that simultaneously consider strategy formulation and implementation and more studies that attempt to integrate methods and concerns across the various areas of process research. Finally, we recommend that future research give simultaneous attention to the content as well as the process of strategy.
This paper references
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What is planning anyway?: A rejoinder
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A critical view of dialectical inquiry as a tool in strategic planning
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Business Unit Strategy, Managerial Characteristics, and Business Unit Effectiveness at Strategy Implementation
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A perspective on planning and crises in the public sector
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On formulating strategic problems
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Dollars, Sense, and Sunk Costs: A Life Cycle Model of Resource Allocation Decisions
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Organizational Culture: Can It Be a Source of Sustained Competitive Advantage?
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Strategy implementation versus middle management self-interest
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10.5465/256066
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Organization Strategy and Structural Differences for Radical Versus Incremental Innovation
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Paul Miesing (1985)
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GAINING INSIGHTS THROUGH STRATEGY ANALYSIS
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Strategic management in a new framework
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Influence diagrams for complex strategic issues
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Corporate Entrepreneurship and Strategic Management: Insights from a Process Study
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The Influence of Decision Style on Decision Making Behavior
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Performance and consensus
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Learning Style Theory: Less than Meets the Eye
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Planning and Financial Performance of Small, Mature Firms
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Strategic process research: Questions and recommendations
James W. Fredrickson (1983)
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A diagnostic framework for planning
Milton Leontiades (1983)
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A Dependent Demand Approach to Service Organization Planning and Control
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Using rewards in implementing strategy
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Long range planning in the mature corporation
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Further Thoughts on Dialectical Inquiry: A Rejoinder to Mitroff and Mason
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The Strategic Decision Process and Organizational Structure
James W. Fredrickson (1986)
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IMPLEMENTING THE SHAREHOLDER VALUE APPROACH
Michael L. Blyth (1986)
Strategy implementation : structure, systems, and process
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Research Thrusts in Small Firm Strategic Planning
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Developing “Complicated” Understanding in Administrators
Jean M. Bartunek (1983)
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Implementation Approaches for Project Planning.1
P. C. Nutt (1983)
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A CONCEPT OF ENTREPRENEURIAL STRATEGY
J. Murray (1984)
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On the use of models in corporate planning
R. Ackoff (1981)
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The incorporation of management development in strategic management
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The value of formal planning for strategic decisions: A comment
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Sense-Making of Accounting Data as a Technique of Organizational Diagnosis
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ASSESSING POLITICAL RISK IN LESS DEVELOPED COUNTRIES
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Operationalizing Organizational Strategy: Toward an Integrative Framework
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ENVIRONMENTAL ASSESSMENT: AN INTERNATIONAL STUDY OF CORPORATE PRACTICE
Harold E. Klein (1984)
10.1108/EB039080
CORPORATE STRATEGY: Integrating Strategy Formulation with Organizational Culture
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Strategic implementation: Five approaches to an elusive phenomenon
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