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Exposing the illusion of confidence in financial analysis
Phelan, Steven E. - In: Management Decision 35 (1997) 2, pp. 163-168
The use of discounted cashflow (DCF) techniques to evaluate major investment proposals is now commonplace. What is less generally known is that DCF analysis becomes unreliable when used to solve several common problems including the treatment of risk, real options, synergy and intangible assets....
Persistent link: https://www.econbiz.de/10014933810
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Is corporate communications a strategic function?
Dolphin, Richard R.; Fan, Ying - In: Management Decision 38 (2000) 2, pp. 99-107
of corporate communications upon the formulation of corporate strategy.  …
Persistent link: https://www.econbiz.de/10014932167
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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
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Strategy as a response to organizational uncertainty: an alternative perspective on the strategy‐performance relationship
Parnell, John A.; Lester, Donald L.; Menefee, Michael L. - In: Management Decision 38 (2000) 8, pp. 520-530
internal capabilities. This study supports the notion that strategy is formulated in part as a response to management … varies by generic strategy, suggesting that businesses consider both the type and degree of uncertainty when crafting a … competitive strategy. Specifically, the data suggest that viable strategic options may be limited more by the cognitive and …
Persistent link: https://www.econbiz.de/10014932187
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Anatomy of a merger: behavior of organizational factors and processes throughout the pre‐ during‐ post‐ stages (part 2)
Appelbaum, Steven H.; Gandell, Joy; Shapiro, Barbara T.; … - In: Management Decision 38 (2000) 10, pp. 674-684
concludes with the process of managing and strategy throughout the phases, giving guidelines that managers and CEOs should … managing/strategy) are sub‐divided into three sub‐sections: pre‐merger; during the merger; post‐merger. This is intended to …
Persistent link: https://www.econbiz.de/10014932194
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Market orientation and market strategy profiling: an empirical test of environment‐behaviour‐action coalignment and its performance implications
Dobni, C. Brooke; Luffman, George - In: Management Decision 38 (2000) 8, pp. 503-522
possess. Market orientation is a behavioural culture that affects strategy formulation and strategy implementation, and how an … and strategy profiles corresponding to unique competitive contexts that represent best practices for an organization … assertion that organization culture is synonymous with strategy and the evidence that the external environment affects …
Persistent link: https://www.econbiz.de/10014932207
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The cult of risk taking and social learning: a study of Irish entrepreneurs
McCarthy, Breda - In: Management Decision 38 (2000) 8, pp. 563-575
The focus of this research was on exploring how entrepreneurs think about risk and deal with it in the strategy …
Persistent link: https://www.econbiz.de/10014932210
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Top management team impact on strategic assets accumulation capabilities
Pegels, C. Carl; Yang, Baik - In: Management Decision 38 (2000) 10, pp. 694-710
The impact of the cognitive and demographic characteristics of top management teams (TMTs) on the strategic assets acquisition performance in organizations is evaluated. The evaluation measure is relative efficiency in converting generic inputs into valuable strategic assets using data...
Persistent link: https://www.econbiz.de/10014932215
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A model for creating innovative strategies for an enterprise and its application to a rural enterprise
Kajanus, Miika - In: Management Decision 38 (2000) 10, pp. 711-722
Innovations are argued to be one of the main sources of sustainable competitive advantage. This study presents a model for creating ideas and formulating them into strategic alternatives for an enterprise. Value‐focused thinking, including clearly defining and structuring the fundamental...
Persistent link: https://www.econbiz.de/10014932216
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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