This study investigated the impact of the type of strategy on the type of environmental scanning activity of Egyptian CEOs at Egyptian banks. Results indicated that CEOs with a cost‐leadership strategy were involved in environmental scanning activities that provide information concerning threats. Their counterparts with a differentiation strategy were involved in environmental scanning activities that provide information concerning opportunities.
This study addresses the proposition as to whether the collaborative negotiation style is the most prevalent among American sales managers in the competitive landscape created by the global economy. It also examines whether there are relationships between the sales managers' negotiation styles and selected personal and organizational characteristics that may affect negotiation styles. The findings of the study reveal that the collaborative style is indeed the most predominant. However, some sales managers do still emphasize the competitive style. This variation may imply Weitz's (1981) adaptive behaviors. There are also significant relationships between the sales managers' negotiation styles and personal and organizational characteristics.
This study briefly explored the concepts of global economy and the new competitive landscape. The study also summarized strategic leadership practices that help firms to achieve and maintain competitiveness. Critical issues facing top management in the 21st century are also touched on. Finally the study examined the perceptions of CEOs toward suggested strategies (growth orientation, knowledge management, mobilization of human capital, developing an effective organizational culture, and remaining future focused) for CEOs and their top management teams to effectively implement strategic leadership practices. The results of this study indicate that a majority of the CEOs of multinational corporations who were surveyed agreed that the recommended strategies will help in the effective implementation of strategic leadership practices.
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