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RETRACTED: Designing the strategic planning process: does psychological type matter?
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RETRACTED: Designing the strategic planning process: does psychological type matter? (2006)RETRACTED: Designing the strategic planni…STRATEGY-MAKING IN CONTEXT: TEN EMPIRICAL ARCHETYPES (2007)STRATEGY-MAKING IN CONTEXT: T…Strategic planning in a turbulent environment: evidence from the oil majors (2003)Strategic planning in a turbu…The relationship between corporate entrepreneurship and strategic management (1999)The relationship between corp…Learning to plan and planning to learn: resolving the planning school/learning school debate (1999)Learning to plan and planning…Cognitive diversity among upper-echelon executives: implications for strategic decision processes (1998)Cognitive diversity among upp…Strategic planning–financial performance relationships in banks: a causal examination (1997)Strategic planning–financial …Strategic Leadership: Top Executives and Their Effects on Organizations (1997)Strategic Leadership: Top Exe…Using the Myers-Briggs Type Indicator to Study Managers: A Literature Review and Research Agenda (1996)Using the Myers-Briggs Type I…DETERMINANTS OF STRATEGIC PLANNING SYSTEMS IN LARGE ORGANIZATIONS: A CONTINGENCY APPROACH* (1991)DETERMINANTS OF STRATEGIC PLA…Top management teams and organizational renewal (1989)Top management teams and orga…COGNITIVE TRAILS IN STRATEGIC DECISION‐MAKING: LINKING THEORIES OF PERSONALITIES AND COGNITIONS* (1989)COGNITIVE TRAILS IN STRATEGIC…Strategies and styles: The role of the centre in managing diversified corporations (1988)Strategies and styles: The ro…Strategic planning and individual temporal orientation (1987)Strategic planning and indivi…Psychological and Traditional Determinants of Structure (1986)Psychological and Traditional…Mbti Manual: A Guide to the Development and Use of the Myers-briggs Type Indicator (1985)Mbti Manual: A Guide to the D…Top Executive Locus of Control and Its Relationship to Strategy-Making, Structure, and Environment (1982)Top Executive Locus of Contro…Organizational Structure, Environment and Performance: The Role of Strategic Choice (1972)TOWARD A STEWARDSHIP THEORY OF MANAGEMENT (1997)Upper Echelons Research Revisited: Antecedents, Elements, and Consequences of Top Management Team Composition (2004)Managing Strategic Contradictions: A Top Management Model for Managing Innovation Streams (2005)What's the difference? diversity constructs as separation, variety, or disparity in organizations (2007)Generalized expectancies for internal versus external control of reinforcement. 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(2005)Executive coaching outcome research: The contribution of common factors such as relationship, personality match, and self-efficacy. (2013)Dimensions of Organization Structure (1968)Organization Structure and Strategies of Control: A Replication of the Aston Study (1972)Archetypes of Organizational Transition (1980)The Genesis of Configuration (1987)NONRESPONSE AND DELAYED RESPONSE TO COMPETITIVE MOVES: THE ROLES OF COMPETITOR DEPENDENCE AND ACTION IRREVERSIBILITY. (1992)Intraclass correlations: Uses in assessing rater reliability. (1979)Competitive Strategy: Techniques for Analyzing Industries and Competitors (1980)Upper Echelons: The Organization as a Reflection of Its Top Managers (1984)Modeling the Multilevel Determinants of Top Management Team Behavioral Integration (2005)Top Management Teams, Strategy and Financial Performance: A Meta‐Analytic Examination (2006)What (Not) to Expect When Surveying Executives (2006)An Evolutionary Theory of Economic Change. 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References

  • 1985Mbti Manual: A Guide to the Development and Use of the Myers-briggs Type Indicator2,785 cited
  • 1997Strategic Leadership: Top Executives and Their Effects on Organizations1,770 cited
  • 1999The relationship between corporate entrepreneurship and strategic management1,059 cited
  • 2003Strategic planning in a turbulent environment: evidence from the oil majors959 cited
  • 1986Psychological and Traditional Determinants of Structure822 cited
  • 1982Top Executive Locus of Control and Its Relationship to Strategy-Making, Structure, and Environment785 cited
  • 1998Cognitive diversity among upper-echelon executives: implications for strategic decision processes728 cited
  • 1999Learning to plan and planning to learn: resolving the planning school/learning school debate434 cited
  • 2007STRATEGY-MAKING IN CONTEXT: TEN EMPIRICAL ARCHETYPES326 cited
  • 1996Using the Myers-Briggs Type Indicator to Study Managers: A Literature Review and Research Agenda278 cited
  • 1988Strategies and styles: The role of the centre in managing diversified corporations260 cited
  • 1987Strategic planning and individual temporal orientation246 cited
  • 1989Top management teams and organizational renewal216 cited
  • 1997Strategic planning–financial performance relationships in banks: a causal examination193 cited

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  • 1989COGNITIVE TRAILS IN STRATEGIC DECISION‐MAKING: LINKING THEORIES OF PERSONALITIES AND COGNITIONS*187 cited
  • 1991DETERMINANTS OF STRATEGIC PLANNING SYSTEMS IN LARGE ORGANIZATIONS: A CONTINGENCY APPROACH*142 cited
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