The Subjective Side Of Strategy Making: Future Orientations And Perceptions Of Executives

Hardcover | August 1, 1986

byT. K. Das

not yet rated|write a review
This book proposes a conception of the corporate strategy making process that recognizes the individual strategy maker as a center-stage corporate actor. This individual-centered view of the stategy making process is needed in order to better understand the interplay between objective factors and the subjective perceptions and values of strategy makers. Using a large sample of executives working in two of the ten largest U.S. commercial banks, Das examines empirically the dynamics of two critical aspects of the role of individual strategy makers: future orientation and perceptions of the strategic planning milieu. He discusses the various implications of his findings for further research into the strategy making process. The author demonstrates the utility of individual future orientation in understanding how strategy makers influence the character of the eventual corporate strategy. The results of Das' study help to explain why long-range planning is really more short-range than anyone cares to admit.

Pricing and Purchase Info

$111.89 online
$124.50 list price (save 10%)
In stock online
Ships free on orders over $25

From the Publisher

This book proposes a conception of the corporate strategy making process that recognizes the individual strategy maker as a center-stage corporate actor. This individual-centered view of the stategy making process is needed in order to better understand the interplay between objective factors and the subjective perceptions and values o...

Format:HardcoverDimensions:292 pages, 9.41 × 7.24 × 0.98 inPublished:August 1, 1986Publisher:Praeger Publishers

The following ISBNs are associated with this title:

ISBN - 10:0275923401

ISBN - 13:9780275923402

Look for similar items by category:

Customer Reviews of The Subjective Side Of Strategy Making: Future Orientations And Perceptions Of Executives

Reviews

Extra Content

Editorial Reviews

?. . . Overall, this book's contribution is the expansion of strategic management research into important but heretofore unexplored area. Furthermore, by conducting empirical research that produced successful results, Das has demonstrated the potential rewards of this line of inquiry for other researchers. The book deserves to be read by those who study strategic management as well as by those who study decision making. It makes important contributions in both areas, contributions that cannot and should not be ignored. . . .?-Interfaces