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The Choice and Use of Strategic Planning Tools and Techniques in Turkish SMEs According to Attitudes of Executives
16 references·1 citing·42 second hop
The Choice and Use of Strategic Planning Tools and Techniques in Turkish SMEs According to Attitudes of Executives (2013)The Choice and Use of Strategic Planning …The Impact of Human, Social and Financial Capital on the Performance of Small and Medium-Sized Enterprises (SMEs) in South Africa (2011)The Impact of Human, Social a…Strategic tools: an empirical investigation into strategy in practice in the UK (2007)Strategic tools: an empirical…Strategic planning in SMEs – some empirical findings (2002)Strategic planning in SMEs – …Management Tools and Techniques: A Survey (2001)Management Tools and Techniqu…What is strategy (2000)What is strategyStrategic Management and Organisational Dynamics: The Challenge of Complexity (1999)Strategic Management and Orga…Competing on the Edge: Strategy as Structured Chaos (1998)Competing on the Edge: Strate…Strategy Formation Patterns, Performance, and the Significance of Context (1997)Strategy Formation Patterns, …An Integrative Framework for Strategy-Making Processes (1992)An Integrative Framework for …The Strategy Concept I: Five Ps for Strategy (1987)The Strategy Concept I: Five …MULTI-OBJECTIVE ASSESSMENT OF EFFECTIVENESS OF STRATEGIC PLANNING: A DISCRIMINANT ANALYSIS APPROACH. (1986)MULTI-OBJECTIVE ASSESSMENT OF…Strategic implementation: Five approaches to an elusive phenomenon (1984)Strategic implementation: Fiv…The value of formal planning for strategic decisions: Review of empirical research (1982)The value of formal planning …Strategies for Change: Logical Incrementalism (1982)Strategies for Change: Logica…Patterns in Strategy Formation (1978)Patterns in Strategy FormationOrganizational Strategy, Structure, and Process (1978)Organizational Strategy, Stru…Risks analysis on digital platforms adoption to elevate SME businesses in developing country (2020)Risks analysis on digital pla…Strategy-Making in Three Modes (1973)Firm Resources and Sustained Competitive Advantage (1991)Strategic assets and organizational rent (1993)Firm resources and sustained competitive advantage (2004)The Science of "Muddling Through" (1959)Organization and environment (1967)A Garbage Can Model of Organizational Choice (1972)Learning to plan and planning to learn: resolving the planning school/learning school debate (1999)The Eclectic Roots of Strategy Implementation Research (1999)Role Expectations and Middle Manager Strategic Agency (2007)Competitive Strategy: Techniques for Analyzing Industries and Competitors (1980)Competitive Advantage: Creating and Sustaining Superior Performance (1985)An Examination of Differences Between Organizational Legitimacy and Organizational Reputation* (2005)Business model innovation and competitive imitation: The case of sponsor‐based business models (2012)Theory of games and economic behavior (2019)Impact of COVID-19 pandemic on information management research and practice: Transforming education, work and life (2020)A BEHAVIORAL MODEL OF RATIONAL CHOICE (1955)Judgment under Uncertainty: Heuristics and Biases (1974)Judgment under Uncertainty: Heuristics and Biases (1975)SELLING ISSUES TO TOP MANAGEMENT (1993)An Empirical Investigation of the Effect of Market Orientation and Entrepreneurship Orientation Alignment on Product Innovation (2001)Knowledge Management: An Organizational Capabilities Perspective (2001)A Review of Research on the Application of Goal Setting in Organizations (1975)Consequences of individual feedback on behavior in organizations. (1979)Goal setting and task performance: 1969–1980. (1981)Types of Organizational Decision Processes (1984)Construct Measurement in Organizational Strategy Research: A Critique and Proposal (1986)Effects of Formal Strategic Planning on Financial Performance in Small Firms: A Meta-Analysis (1993)Dynamic capabilities: what are they? (2000)Explicating dynamic capabilities: the nature and microfoundations of (sustainable) enterprise performance (2007)Building Better Causal Theories: A Fuzzy Set Approach to Typologies in Organization Research (2011)Directions for future research in project management: The main findings of a UK government-funded research network (2006)Rethinking Project Management: Researching the actuality of projects (2006)Path Dependence or Path Creation? (2009)The Effect of a Market Orientation on Business Profitability (1990)ORGANIZATIONAL INNOVATION: A META-ANALYSIS OF EFFECTS OF DETERMINANTS AND MODERATORS. (1991)Clarifying the Entrepreneurial Orientation Construct and Linking It To Performance (1996)Bridging Space Over Time: Global Virtual Team Dynamics and Effectiveness (2000)Deliberative Policy Analysis (2003)Theory Building From Cases: Opportunities And Challenges (2007)Longitudinal Field Research on Change: Theory and Practice (1990)Core capabilities and core rigidities: A paradox in managing new product development (1992)
this work references cited by second hop

References

  • 1978Organizational Strategy, Structure, and Process7,485 cited
  • 2000What is strategy5,834 cited
  • 1978Patterns in Strategy Formation3,533 cited
  • 1998Competing on the Edge: Strategy as Structured Chaos1,715 cited
  • 1982Strategies for Change: Logical Incrementalism1,493 cited
  • 1987The Strategy Concept I: Five Ps for Strategy1,434 cited
  • 1992An Integrative Framework for Strategy-Making Processes965 cited
  • 1999Strategic Management and Organisational Dynamics: The Challenge of Complexity937 cited
  • 1982The value of formal planning for strategic decisions: Review of empirical research560 cited
  • 1984Strategic implementation: Five approaches to an elusive phenomenon517 cited
  • 2001Management Tools and Techniques: A Survey461 cited
  • 1997Strategy Formation Patterns, Performance, and the Significance of Context329 cited
  • 2002Strategic planning in SMEs – some empirical findings275 cited
  • 1986MULTI-OBJECTIVE ASSESSMENT OF EFFECTIVENESS OF STRATEGIC PLANNING: A DISCRIMINANT ANALYSIS APPROACH.257 cited
  • 2011The Impact of Human, Social and Financial Capital on the Performance of Small and Medium-Sized Enterprises (SMEs) in South Africa193 cited

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  • 2007Strategic tools: an empirical investigation into strategy in practice in the UK154 cited
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    • 2020Risks analysis on digital platforms adoption to elevate SME businesses in developing country11 cited