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Strategy execution in emerging economies: assessing strategic diffusion in Mexico and Peru

Parnell, John A. - In: Management Decision 46 (2008) 9, pp. 1277-1298

emerging economies, Mexico and Peru. Design/methodology/approach – Parnell's strategic diffusion scale (SDS) was adopted for … performance satisfaction in both Mexico and Peru. As expected, Mexican managers exhibited higher SDS scores than did their … different organizations. This paper addresses both needs by assessing strategic diffusion in Mexico and Peru. …

Persistent link: https://www.econbiz.de/10014932901

Strategic capabilities, competitive strategy, and performance among retailers in Argentina, Peru and the United States

Parnell, John A. - In: Management Decision 49 (2011) 1, pp. 139-155

‐performance relationship among retail businesses in Argentina, Peru, and the USA. Design/methodology/approach – Zahra and Covin's self … in Peru and 163 retailers in Argentina. Findings – Links were assessed among strategic capabilities, generic business … strategies, and performance in retail businesses in Argentina, Peru and the USA. Support was found for links between the focus …

Persistent link: https://www.econbiz.de/10014933117

Effect of ITC on the international competitiveness of firms

Peña‐Vinces, Jesús C.; Cepeda‐Carrión, Gabriel; … - In: Management Decision 50 (2012) 6, pp. 1045-1061

‐sized enterprises (SMEs) from a developing country – Peru. Findings – SMEs from developing countries follow an isomorphic approach. This …

Persistent link: https://www.econbiz.de/10014933266

Levels of strategic decision success

Harrison, E. Frank; Pelletier, Monique A. - In: Management Decision 38 (2000) 2, pp. 107-118

This article posits a paradigm of levels of success for strategic decision outcomes. A high level of strategic decision success is normally preceded by a positive strategic gap in which the strengths of the organization clearly outweigh its weaknesses. Three comprehensive cases are set forth as...

Persistent link: https://www.econbiz.de/10014932168

What happened is prologue: creative divergence and corporate culture fabrication

McLarney, Carolan; Chung, Edward - In: Management Decision 38 (2000) 6, pp. 410-419

Culture is an overarching phenomenon that helps individuals make sense of their world. However, culture is not an unchanging “given.” Members of a society actively create culture and, through their activities and interactions, sustain or change this culture. In an organizational setting,...

Persistent link: https://www.econbiz.de/10014932200

Strategic issue classification in transition economies

McKenzie, Brent - In: Management Decision 38 (2000) 7, pp. 453-461

The classification of strategic issue terms, as used by managers and management teams in decision making, has previously been shown to have an impact on organizational performance. The question of the extension of such research to include managers in transition economies is less known. In order...

Persistent link: https://www.econbiz.de/10014932203

The essence of management decision

Harrison, E. Frank; Pelletier, Monique A. - In: Management Decision 38 (2000) 7, pp. 462-470

Management decision constitutes the most important thing that managers do. Given the significance and complexity of this activity, one would expect to find a literature in which there is general agreement as to its defining characteristics and dimensions. Such is not the case. Much writing that...

Persistent link: https://www.econbiz.de/10014932204

A group decision support system for strategic alternatives selection

Carneiro, Alberto - In: Management Decision 39 (2001) 3, pp. 218-226

This article is concerned with the decision process and examines the relationships among information attributes, strategic alternatives’ evaluation and group decision support systems (GDSS) in the context of database management. The evaluation of strategic alternatives with multiple criteria...

Persistent link: https://www.econbiz.de/10014932221

Application of even swaps for strategy selection in a rural enterprise

Kajanus, Miika; Ahola, Jyrki; Kurttila, Mikko; Pesonen, … - In: Management Decision 39 (2001) 5, pp. 394-402

Selecting the best strategy from among a number of identified alternatives is an important part of any strategy process. Often this involves a difficult choice between the values to set and the trade‐offs to be made. Even swaps is a rational and simple method for making trade‐offs that help...

Persistent link: https://www.econbiz.de/10014932230

Decision making in the fragmented organisation: a utility perspective

Henderson, Joan; McAdam, Rodney - In: Management Decision 39 (2001) 6, pp. 461-469

Organisations are responding to the deeper structural changes taking place in the underlying system of commercial competition by becoming agile and fragmented. In the emergence of such network organisational structures it must be clear how each unit is performing relative to each other and...

Persistent link: https://www.econbiz.de/10014932233