Pub Date : 1987-08-01DOI: 10.5465/AME.1987.4275731
Clinton O. Longenecker, H. P. Sims, Dennis A. Gioia
is really no getting around the fact that whenever I evaluate one of my people, I stop and think about the impact—the ramifications of my decisions on my relationship with the guy and his future here. I'd be stupid not to. Call it being politically minded, or using managerial discretion, or fine tuning the guy's ratings, but in the end I've got to live with him, and I'm not going to rate a guy without thinking about the fallout. There are a lot of games played in the rating process and whether we [managers] admit it or not we are all guilty of playing them at our discretion.
{"title":"Behind the Mask: The Politics of Employee Appraisal","authors":"Clinton O. Longenecker, H. P. Sims, Dennis A. Gioia","doi":"10.5465/AME.1987.4275731","DOIUrl":"https://doi.org/10.5465/AME.1987.4275731","url":null,"abstract":"is really no getting around the fact that whenever I evaluate one of my people, I stop and think about the impact—the ramifications of my decisions on my relationship with the guy and his future here. I'd be stupid not to. Call it being politically minded, or using managerial discretion, or fine tuning the guy's ratings, but in the end I've got to live with him, and I'm not going to rate a guy without thinking about the fallout. There are a lot of games played in the rating process and whether we [managers] admit it or not we are all guilty of playing them at our discretion.","PeriodicalId":337734,"journal":{"name":"Academy of Management Executive","volume":"19 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1987-08-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"117294252","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 1987-08-01DOI: 10.5465/AME.1987.4275740
R. Schuler, S. Jackson
Within academia there has been similar growing awareness of this need. Although this awareness is being articulated in several ways, one of the most frequent involves the conceptualization and investigation of the relationship between business strategy and the personal characteristics of top managers.2 Here, particular manager characteristics such as personality, skills, abilities, values, and perspectives are matched with particular types of business strategies. For example, a recently released study conducted by Hay Group Incorporated, in conjunction with the University of Michigan and the Strategic Planning Institute, reports that when a business is pursuing a growth strategy it needs top managers who are likely to abandon the status quo and adapt their strategies and goals to the marketplace. According to the study, insiders are slow to recognize the onset of decline and tend to persevere in strategies that are no longer effective; so, top managers need to be recruited from the outside.
在学术界，对这种需要的认识也在不断增强。虽然这种意识有几种表达方式，但最常见的一种方式是对企业战略与高层管理者个人特征之间的关系进行概念化和调查在这里，特定的经理特征，如个性、技能、能力、价值观和观点与特定类型的业务策略相匹配。例如，合益集团(Hay Group Incorporated)最近与密歇根大学(University of Michigan)和战略规划研究所(Strategic Planning Institute)联合发布的一项研究报告称，当一家企业在追求增长战略时，它需要有可能放弃现状、调整战略和目标以适应市场的高层管理者。根据这项研究，内部人士对衰退的开始认识缓慢，并且倾向于坚持不再有效的策略;因此，高层管理人员需要从外部招聘。
{"title":"Linking Competitive Strategies with Human Resource Management Practices","authors":"R. Schuler, S. Jackson","doi":"10.5465/AME.1987.4275740","DOIUrl":"https://doi.org/10.5465/AME.1987.4275740","url":null,"abstract":"Within academia there has been similar growing awareness of this need. Although this awareness is being articulated in several ways, one of the most frequent involves the conceptualization and investigation of the relationship between business strategy and the personal characteristics of top managers.2 Here, particular manager characteristics such as personality, skills, abilities, values, and perspectives are matched with particular types of business strategies. For example, a recently released study conducted by Hay Group Incorporated, in conjunction with the University of Michigan and the Strategic Planning Institute, reports that when a business is pursuing a growth strategy it needs top managers who are likely to abandon the status quo and adapt their strategies and goals to the marketplace. According to the study, insiders are slow to recognize the onset of decline and tend to persevere in strategies that are no longer effective; so, top managers need to be recruited from the outside.","PeriodicalId":337734,"journal":{"name":"Academy of Management Executive","volume":"70 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1987-08-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"129771967","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 1987-05-01DOI: 10.5465/AME.1987.4275837
J. Quick, D. Nelson, J. Quick
A folklore values the notion of independence. Our heroes—like Franklin Delano Roosevelt, Dwight David Eisenhower, and Lee lacocca—are individuals who appear larger than life. Yet while they appear individualistic and independent, such people actually depend on a host of others in their public and private lives. Consequently, they achieve success while not being torn apart by the accompanying demands and stresses. Their attachments to many people through their public and private support networks enable them to sustain success and manage heavy demands and stresses with a minimum of distress. They recognize their own limitations and form relationships that enable them to transcend those limits. Those who are not able to extend themselves in this way may suffer from problems rooted in separation anxiety that inhibit them from forming healthy attachments to other people. In light of these observations, executives pursuing success should ask themselves two questions: (1) Is forming healthy attachments with other people an integral part of my behavior? and (2) Is separation anxiety a personal problem that poses a health risk to me? Exhibit 1 contains a set of ten questions. Take a couple of minutes to answer each question. We will come back to your answers at the end of the article and see what they suggest about you.
{"title":"Successful Executives: How Independent?","authors":"J. Quick, D. Nelson, J. Quick","doi":"10.5465/AME.1987.4275837","DOIUrl":"https://doi.org/10.5465/AME.1987.4275837","url":null,"abstract":"A folklore values the notion of independence. Our heroes—like Franklin Delano Roosevelt, Dwight David Eisenhower, and Lee lacocca—are individuals who appear larger than life. Yet while they appear individualistic and independent, such people actually depend on a host of others in their public and private lives. Consequently, they achieve success while not being torn apart by the accompanying demands and stresses. Their attachments to many people through their public and private support networks enable them to sustain success and manage heavy demands and stresses with a minimum of distress. They recognize their own limitations and form relationships that enable them to transcend those limits. Those who are not able to extend themselves in this way may suffer from problems rooted in separation anxiety that inhibit them from forming healthy attachments to other people. In light of these observations, executives pursuing success should ask themselves two questions: (1) Is forming healthy attachments with other people an integral part of my behavior? and (2) Is separation anxiety a personal problem that poses a health risk to me? Exhibit 1 contains a set of ten questions. Take a couple of minutes to answer each question. We will come back to your answers at the end of the article and see what they suggest about you.","PeriodicalId":337734,"journal":{"name":"Academy of Management Executive","volume":"42 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1987-05-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"114910951","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 1987-05-01DOI: 10.5465/AME.1987.4275857
W. M. Bernstein
{"title":"Stream Analysis: a Powerful Way to Diagnose and Manage Organizational Change","authors":"W. M. Bernstein","doi":"10.5465/AME.1987.4275857","DOIUrl":"https://doi.org/10.5465/AME.1987.4275857","url":null,"abstract":"","PeriodicalId":337734,"journal":{"name":"Academy of Management Executive","volume":"13 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1987-05-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"114931344","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 1987-05-01DOI: 10.5465/AME.1987.4275839
Donald F. Van Eynde
{"title":"The Empowered Manager: Positive Political Skills at Work","authors":"Donald F. Van Eynde","doi":"10.5465/AME.1987.4275839","DOIUrl":"https://doi.org/10.5465/AME.1987.4275839","url":null,"abstract":"","PeriodicalId":337734,"journal":{"name":"Academy of Management Executive","volume":"1 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1987-05-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"130011687","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 1987-05-01DOI: 10.5465/AME.1987.4275817
Jeffrey L. Kerr, J. Slocum
This article discusses a study on the link between a firm's reward system and its culture. Seventy-five human resources managers from 14 companies in the U.S. were interviewed regarding their respective firm's managerial reward system. The research found that two forms of reward systems were most common, the hierarchy based-system and the performance-based system. Each of these reward systems was examined in terms of how they help reinforce a firm's cultural values and norms. The relationship between growth strategy and reward systems was also studied. It was found that most firms with a steady-state growth strategy employed a hierarchy-based reward system, while firms with evolutionary growth strategies use performance-based reward systems.
{"title":"Managing corporate culture through reward systems","authors":"Jeffrey L. Kerr, J. Slocum","doi":"10.5465/AME.1987.4275817","DOIUrl":"https://doi.org/10.5465/AME.1987.4275817","url":null,"abstract":"This article discusses a study on the link between a firm's reward system and its culture. Seventy-five human resources managers from 14 companies in the U.S. were interviewed regarding their respective firm's managerial reward system. The research found that two forms of reward systems were most common, the hierarchy based-system and the performance-based system. Each of these reward systems was examined in terms of how they help reinforce a firm's cultural values and norms. The relationship between growth strategy and reward systems was also studied. It was found that most firms with a steady-state growth strategy employed a hierarchy-based reward system, while firms with evolutionary growth strategies use performance-based reward systems.","PeriodicalId":337734,"journal":{"name":"Academy of Management Executive","volume":"60 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1987-05-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"115371310","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 1987-05-01DOI: 10.5465/AME.1987.4275812
M. Hitt, R. Ireland
Tom Peters and Robert Waterman's In Search of Excellence' has sold more than five million copies. Rather quickly it has become one of the most often quoted books in the popular management literature. Many business firms reportedly are attempting to conform to the eight principles of excellence the book identifies. Daniel Carroll proposes that it is the informal manner in which Peters and Waterman present what appears to be practical managerial advice that has appealed to business people.2 This style of presentation and relatively uncomplicated approach to "practicality" is carried a step further in the Peters and Nancy Austin sequel, A Passion for Excellence.3 Here the authors suggest that only four-not eight-attributes must be mastered for a firm to achieve excellence. Although this book has been criticized for failing to break much new ground, it has sold many copies. Peter Drucker proposes that it is the reduction of complex business problems to a small number of seemingly practical actions that is attractive to American managers.4 But despite the commercial success and general acceptance of In Search of Excellence, concerns about it have been expressed. Carroll, for example, criticized Peters and Waterman for their failure to specify precisely how the excellent companies were analyzed and how the eight attributes of excellence were identified. He also suggested that the authors' supporting evidence (an occasional reference to financial analysis, a series of anecdotes about companies, and quotes from executives) was incomplete and even wondered if the companies were actually visited and how the judgments and findings were synthesized and corraborated. Carroll concluded his review of the book with the suggestion that the authors' dependence on secondary sources and potentially defective research design disallowed any contribution the work may have made to management theory. Bruce Johnson, Ashok Natarajan, and Alfred Rappaport expressed concern regarding the performance indices Peters and Waterman used.5 They argue that the six items used (compound asset growth, compound equity growth, ratio of market value to book value, average return on total capital, average return on equity, and average return on sales) measure only a firm's financial performance. Further, they propose that "the dominant economic goal of a firm is the creation of shareholder wealth," and suggest that a firm's economic performance is the outcome Peters and Waterman should have examined. They contend that judging corporate excellence solely on financial (accounting-based) measures can be misleading and that return to shareholders is the true measure of a firm's "excellence." Finally, an examination of the "excellent" firms' performance since publication of In Search of Excellence, reported in the November 5, 1984 issue of Business Week, revealed that many companies-such as Johnson & Johnson, Dana, and 3M-have encountered difficulties. One may question whether these companies
这样看来，彼得斯和沃特曼的工作可能是一种宣传，而不是科学。当倡导占主导地位时
{"title":"Peters and Waterman Revisited: The Unended Quest for Excellence","authors":"M. Hitt, R. Ireland","doi":"10.5465/AME.1987.4275812","DOIUrl":"https://doi.org/10.5465/AME.1987.4275812","url":null,"abstract":"Tom Peters and Robert Waterman's In Search of Excellence' has sold more than five million copies. Rather quickly it has become one of the most often quoted books in the popular management literature. Many business firms reportedly are attempting to conform to the eight principles of excellence the book identifies. Daniel Carroll proposes that it is the informal manner in which Peters and Waterman present what appears to be practical managerial advice that has appealed to business people.2 This style of presentation and relatively uncomplicated approach to \"practicality\" is carried a step further in the Peters and Nancy Austin sequel, A Passion for Excellence.3 Here the authors suggest that only four-not eight-attributes must be mastered for a firm to achieve excellence. Although this book has been criticized for failing to break much new ground, it has sold many copies. Peter Drucker proposes that it is the reduction of complex business problems to a small number of seemingly practical actions that is attractive to American managers.4 But despite the commercial success and general acceptance of In Search of Excellence, concerns about it have been expressed. Carroll, for example, criticized Peters and Waterman for their failure to specify precisely how the excellent companies were analyzed and how the eight attributes of excellence were identified. He also suggested that the authors' supporting evidence (an occasional reference to financial analysis, a series of anecdotes about companies, and quotes from executives) was incomplete and even wondered if the companies were actually visited and how the judgments and findings were synthesized and corraborated. Carroll concluded his review of the book with the suggestion that the authors' dependence on secondary sources and potentially defective research design disallowed any contribution the work may have made to management theory. Bruce Johnson, Ashok Natarajan, and Alfred Rappaport expressed concern regarding the performance indices Peters and Waterman used.5 They argue that the six items used (compound asset growth, compound equity growth, ratio of market value to book value, average return on total capital, average return on equity, and average return on sales) measure only a firm's financial performance. Further, they propose that \"the dominant economic goal of a firm is the creation of shareholder wealth,\" and suggest that a firm's economic performance is the outcome Peters and Waterman should have examined. They contend that judging corporate excellence solely on financial (accounting-based) measures can be misleading and that return to shareholders is the true measure of a firm's \"excellence.\" Finally, an examination of the \"excellent\" firms' performance since publication of In Search of Excellence, reported in the November 5, 1984 issue of Business Week, revealed that many companies-such as Johnson & Johnson, Dana, and 3M-have encountered difficulties. One may question whether these companies ","PeriodicalId":337734,"journal":{"name":"Academy of Management Executive","volume":"34 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1987-05-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"128919473","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 1987-05-01DOI: 10.5465/AME.1987.4275830
D. Schweiger, J. Ivancevich, F. R. Power
Whenever a young child who is attached to her mother is separated from her, she shows distress-and should the child be placed in a new environment, the distress is likely to intensify. The way the child behaves in this situation will follow a distinct pattern: At first she protests vigorously and tries by all possible means to recover her mother. Later, she seems to despair of getting her mother back, but nevertheless remains preoccupied with her. Finally, the child seems to lose interest and becomes emotionally detached from the mother.'2 What is happening to thousands of employees in acquired firms is similar to the loss of attachment experienced by the child. Employees attach themselves to organizations, jobs, coworkers, work routines, the application of personal skills, and performance and career goals. Like the child, many employees involved in acquisitions experience a powerful sense of loss when strong attachments are destroyed or changed.3 Loss is a common life process. Some losses are more permanent than others; for example, the loss that one experiences when a son leaves for college is more temporary than that experienced when losing a job. Each loss, however, involves a period of immediate grief, a period of adjustment to the loss, and a period that heralds the beginning of the next cycle in life.4 Elisabeth Kiubler-Ross defines death or loss in terms of stages: denial, anger, bargaining, depression, and acceptance." Kilbler-Ross's five-stage model and the concept of loss of attachment served as the theoretical underpinnings for our examination of the psychological and behavioral responses of employees of acquired firms. The loss of an organization, a job, a coworker, or a work routine, like the loss of a mother figure, a friend, or relative, can be disruptive and painful. Executives and consultants responsible for structuring acquisitions have shown creative expertise in putting together the legal and financial aspects of deals." Unfortunately, they have not exhibited corresponding creativity and expertise in understanding and dealing with the psychological trauma that these forms of corporate growth create for employees; continued failure to do so will likely undermine the success of an acquisition venture. Can managers in acquired firms be better prepared to deal with the loss of attachment that many employees experience in anticipation and after a deal is consummated? We believe that once managers become aware of the power of loss of attachment, they will want to help employees avoid many of the negative consequences of that loss. In this article we will discuss the implications of the loss of attachment that is experienced by many employees in acquired firms. We studied individuals who remained with the acquired firm and those who lost their jobs. The research findings point to specific steps that managers can take to ease the loss of attachment and minimize the negative effects.
{"title":"Executive Actions For Managing Human Resources Before And After Acquisition","authors":"D. Schweiger, J. Ivancevich, F. R. Power","doi":"10.5465/AME.1987.4275830","DOIUrl":"https://doi.org/10.5465/AME.1987.4275830","url":null,"abstract":"Whenever a young child who is attached to her mother is separated from her, she shows distress-and should the child be placed in a new environment, the distress is likely to intensify. The way the child behaves in this situation will follow a distinct pattern: At first she protests vigorously and tries by all possible means to recover her mother. Later, she seems to despair of getting her mother back, but nevertheless remains preoccupied with her. Finally, the child seems to lose interest and becomes emotionally detached from the mother.'2 What is happening to thousands of employees in acquired firms is similar to the loss of attachment experienced by the child. Employees attach themselves to organizations, jobs, coworkers, work routines, the application of personal skills, and performance and career goals. Like the child, many employees involved in acquisitions experience a powerful sense of loss when strong attachments are destroyed or changed.3 Loss is a common life process. Some losses are more permanent than others; for example, the loss that one experiences when a son leaves for college is more temporary than that experienced when losing a job. Each loss, however, involves a period of immediate grief, a period of adjustment to the loss, and a period that heralds the beginning of the next cycle in life.4 Elisabeth Kiubler-Ross defines death or loss in terms of stages: denial, anger, bargaining, depression, and acceptance.\" Kilbler-Ross's five-stage model and the concept of loss of attachment served as the theoretical underpinnings for our examination of the psychological and behavioral responses of employees of acquired firms. The loss of an organization, a job, a coworker, or a work routine, like the loss of a mother figure, a friend, or relative, can be disruptive and painful. Executives and consultants responsible for structuring acquisitions have shown creative expertise in putting together the legal and financial aspects of deals.\" Unfortunately, they have not exhibited corresponding creativity and expertise in understanding and dealing with the psychological trauma that these forms of corporate growth create for employees; continued failure to do so will likely undermine the success of an acquisition venture. Can managers in acquired firms be better prepared to deal with the loss of attachment that many employees experience in anticipation and after a deal is consummated? We believe that once managers become aware of the power of loss of attachment, they will want to help employees avoid many of the negative consequences of that loss. In this article we will discuss the implications of the loss of attachment that is experienced by many employees in acquired firms. We studied individuals who remained with the acquired firm and those who lost their jobs. The research findings point to specific steps that managers can take to ease the loss of attachment and minimize the negative effects.","PeriodicalId":337734,"journal":{"name":"Academy of Management Executive","volume":"779 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1987-05-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"123281346","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 1987-05-01DOI: 10.5465/AME.1987.4275821
J. Pearce, F. David
Developing a mission statement is an important first step in the strategic planning process, according to both practitioners and research scholars.' Several recent books on strategic management include entire chapters on mission statements, which attest to their perceived importance in the strategy formulation process. Nevertheless, the components of mission statements are among the least empirically examined issues in strategic management. No reported empirical studies describe the composition of business mission statements, only a few conceptual articles suggest desirable component characteristics, and no reported attempts have been made to link mission statements to corporate performance. This neglect is surprising since several studies have concluded that firms that engage in strategic planning outperform firms that do not.2 Thus, the research reported in this paper focused on the nature and role of mission statements in organizational processes; its goal was to improve our understanding of the link between strategic planning and firm performance.
{"title":"Corporate Mission Statements: The Bottom Line","authors":"J. Pearce, F. David","doi":"10.5465/AME.1987.4275821","DOIUrl":"https://doi.org/10.5465/AME.1987.4275821","url":null,"abstract":"Developing a mission statement is an important first step in the strategic planning process, according to both practitioners and research scholars.' Several recent books on strategic management include entire chapters on mission statements, which attest to their perceived importance in the strategy formulation process. Nevertheless, the components of mission statements are among the least empirically examined issues in strategic management. No reported empirical studies describe the composition of business mission statements, only a few conceptual articles suggest desirable component characteristics, and no reported attempts have been made to link mission statements to corporate performance. This neglect is surprising since several studies have concluded that firms that engage in strategic planning outperform firms that do not.2 Thus, the research reported in this paper focused on the nature and role of mission statements in organizational processes; its goal was to improve our understanding of the link between strategic planning and firm performance.","PeriodicalId":337734,"journal":{"name":"Academy of Management Executive","volume":"47 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1987-05-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"125050284","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
京公网安备 11010802042870号
京ICP备2023020795号-1
扫码关注我们
求助内容：
应助结果提醒方式：