Environmental analysis units and strategic decision‐making: A field study of selected ‘leading‐edge’ corporations

R. T. Lenz · Jack L. Engledow

149 citations0/0 files storedStrategic Management Journal

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Competitive and Knowledge Intelligence Environmental Sustainability in Business Strategic Planning and Analysis

Abstract

Abstract In response to increasing environmental change many corporations have developed specialized environmental scanning units. Previous research reveals conflicting findings regarding the viability of these units for introducing environmentally relevant information into strategic decision processes. A field study was conducted on 10 ‘leading‐edge’ corporations. The results show continuing experimentation with alternative administrative structures and the vulnerability of units that are not tightly linked with strategic planning processes.

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References

2010Strategic management a stakeholder approach 1979The Social Psychology of Organizations.1969The social psychology of organizing 1975Markets and Hierarchies 1971Industrial Market Structure and Economic Performance.1967Organization and environment 1984Toward a Model of Organizations as Interpretation Systems 1978The External Control of Organizations.

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1996Designs for Environmental Scanning Systems: Tests of a Contingency Theory 2008Competitive intelligence: construct exploration, validation and equivalence 1993Blind spots in competitive analysis 2002Generating Competitive Intelligence in Organizations 1988STRATEGIC PROBLEM FORMULATION: BIASES AND ASSUMPTIONS EMBEDDED IN ALTERNATIVE DECISION‐MAKING MODELS 1993Environmental Scanning: Acquisition and Use of Information by Managers.2000

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