Tracking Strategy in an Entrepreneurial Firm

Mintzberg, Henry; Waters, James A.

doi:10.5465/256075

Cited by 88 publications

(82 citation statements)

References 4 publications

Supporting

Mentioning

Contrasting

Unclassified

Order By: Relevance

“…Causality manifests itself over time and individuals' personalities are liable to change; thus, data would have to be collected longitudinally and concurrently over long periods of time rather than retroactively. Thus, the methodologies adopted by Chandler (1962), Mintzberg and Waters (1982), or Rumelt (1974) are not likely to be of much help. As a practical matter, therefore, perhaps the greatest promise for the establishment of causality might lie not in field studies but in well designed laboratory simulations patterned after Miles and Randolph (1980).…”

Section: Discussionmentioning

confidence: 99%

Business Unit Strategy, Managerial Characteristics, and Business Unit Effectiveness at Strategy Implementation.

Gupta¹,

Govindarajan

1984

Academy of Management Journal

1,002

508

View full text Add to dashboard Cite

Section: Discussionmentioning

confidence: 99%

Business Unit Strategy, Managerial Characteristics, and Business Unit Effectiveness at Strategy Implementation.

Gupta¹,

Govindarajan

1984

Academy of Management Journal

1,002

508

View full text Add to dashboard Cite

“…The fourth issue to be addressed in developing the theoretical framework of the STROBE construct relates to the distinction between "intended" and "realized" strategies (Mintzberg, 1978 (Mintzberg, 1978), strategies become consistencies in the behavior of organizations (Mintzberg & Waters, 1982).…”

mentioning

confidence: 99%

Strategic Orientation of Business Enterprises: The Construct, Dimensionality, and Measurement

1989

View full text Add to dashboard Cite

This paper reports the results of a research study aimed at conceptualizing and developing valid measurements of key dimensions of a strategy construct---termed Strategic Orientation of Business Enterprises. This construct is first defined by addressing four theoretical questions of scope; hierarchical level; domain; and intentions versus realizations, and then conceptualized in terms of six dimensions. Subsequently, operational indicators are developed for the six dimensions in terms of managerial perceptions across 200 business units in a field study. An evaluation of the measurement properties within an analysis of covariance structures framework indicated that the operational measures developed here largely satisfy the criteria for unidimensionality, convergent, discriminant, and predictive validity. Implications and lines of extensions are outlined.strategy: business level, measurement scales, confirmatory factor analysis

show abstract

“…Mintzberg and Waters (1982) observed that leadership is one of the most important predictors for effectively adapting and performing in a dynamic environment for any group or organisation. O' Leonard, 2010 suggests that businesses in U.S. have strong focus on learning and development for leadership development, invest almost a quarter of the $50 billion.…”

Section: Independent Journal Of Management and Production (Ijmandp)mentioning

confidence: 99%

Talent management for developing leadership: an empirical investigation

Sanjeev¹,

Singh

2017

Ind. Jour. Manag. & Prod.

View full text Add to dashboard Cite

show abstract

Tracking Strategy in an Entrepreneurial Firm

Cited by 88 publications

References 4 publications

Business Unit Strategy, Managerial Characteristics, and Business Unit Effectiveness at Strategy Implementation.

Business Unit Strategy, Managerial Characteristics, and Business Unit Effectiveness at Strategy Implementation.

Strategic Orientation of Business Enterprises: The Construct, Dimensionality, and Measurement

Talent management for developing leadership: an empirical investigation

Contact Info

Product

Resources

About