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Driving blind: Strategic decisionmaking in small companies
16 references·16 citing·36 second hopsampled
Driving blind: Strategic decisionmaking in small companies (1998)Driving blind: Strategic decisionmaking i…PROCEDURAL RATIONALITY IN THE STRATEGIC DECISION‐MAKING PROCESS* (1993)PROCEDURAL RATIONALITY IN THE…Strategic Decision Processes in High Velocity Environments: Four Cases in the Microcomputer Industry (1988)Strategic Decision Processes …POLITICS OF STRATEGIC DECISION MAKING IN HIGH-VELOCITY ENVIRONMENTS: TOWARD A MIDRANGE THEORY. (1988)POLITICS OF STRATEGIC DECISIO…Chief executive scanning, environmental characteristics, and company performance: An empirical study (1988)Chief executive scanning, env…THE ORGANIZATION AS POLITICAL ARENA (1985)THE ORGANIZATION AS POLITICAL…Upper Echelons: The Organization as a Reflection of Its Top Managers (1984)Upper Echelons: The Organizat…Cognitive simplification processes in strategic decision‐making (1984)Cognitive simplification proc…Competitive strategy: Techniques for analysing industries and competitors (1982)Competitive strategy: Techniq…Market share: Key to profitability? (1981)Market share: Key to profitab…Competitive Strategy: Techniques for Analyzing Industries and Competitors (1980)Competitive Strategy: Techniq…Organizational Politics (1979)Organizational PoliticsThe External Control of Organizations. (1978)The External Control of Organ…Organizational Strategy, Structure, and Process (1978)Organizational Strategy, Stru…Organizational Strategy, Structure, and Process (1978)Organizational Strategy, Stru…Environmental scanning for corporate planning (1977)Environmental scanning for co…The Structure of "Unstructured" Decision Processes (1976)The Structure of "Unstructure…The development of SME managerial practice for effective performance management (2013)The development of SME manage…Assessing Delphi panel composition for strategic foresight — A comparison of panels based on company-internal and external participants (2013)Assessing Delphi panel compos…The Influence of networking on the internationalization of SMEs: Evidence from internationalized Chinese firms (2011)The Influence of networking o…Information processing and strategic decision-making in small and medium-sized enterprises: The role of human and social capital in attaining decision effectiveness (2011)Information processing and st…Toward a Model of Understanding Strategic Decision-Making in Micro-Firms: Exploring the Australian Information Technology Sector (2009)Toward a Model of Understandi…Corporate sustainability and innovation in SMEs: Evidence of themes and activities in practice (2009)Corporate sustainability and …Towards a contingency approach to performance measurement: an empirical study in Scottish SMEs (2007)Towards a contingency approac…Influences on strategic decision effectiveness: Development and test of an integrative model (2007)Influences on strategic decis…Explaining the lack of strategic planning in SMEs: The importance of owner motivation (2007)Explaining the lack of strate…“Balance”: the development of a social enterprise business performance analysis tool (2007)“Balance”: the development of…Supply chain management practices of SMEs: from a business growth perspective (2006)Supply chain management pract…Strategy-Process Research: What Have We Learned and What Is Still to Be Explored (2006)Strategy-Process Research: Wh…Strategic decision‐making: Process perspectives (2006)Strategic decision‐making: Pr…Implementing strategically aligned performance measurement in small firms (2006)Implementing strategically al…Co-alignment in the resource–performance relationship: strategy as mediator (2005)Co-alignment in the resource–…Internet adoption barriers for small firms in The Netherlands (2000)Internet adoption barriers fo…Richard M. Cyert & James G. March, A Behavioral Theory of The Firm, Prentice-Hall, Inc., Englewood Cliffs, New Jersey, 1963, 332 s. (1964)The Nature of Managerial Work (1974)Organizational Learning: The Contributing Processes and the Literatures (1991)Scanning the business environment (2008)The Norm of Reciprocity: A Preliminary Statement (1960)The Social Psychology of Organizations. (1979)STRATEGIC RESPONSES TO INSTITUTIONAL PROCESSES (1991)A Natural-Resource-Based View of the Firm (1995)Exchange and Power in Social Life (2017)The social psychology of organizing (1969)The Effect of a Market Orientation on Business Profitability (1990)The Effect of a Market Orientation on Business Profitability (1990)The Management of Innovation (1994)Clarifying the Entrepreneurial Orientation Construct and Linking It To Performance (1996)The Discovery of Grounded Theory; Strategies for Qualitative Research (1968)THE DISCOVERY OF GROUNDED THEORY: STRATEGIES FOR QUALITATIVE RESEARCH. By Barney G. Glaser and Anselm L. Strauss. Chicago: Aldine Publishing Company, 1967. 271 pp. $6.75 (1968)Case Study Research: Design and Methods (1984)MAKING FAST STRATEGIC DECISIONS IN HIGH-VELOCITY ENVIRONMENTS. (1989)Strategies for Theorizing from Process Data (1999)Upper Echelons Theory: An Update (2007)Social Theory and Social Structure (1958)Market Orientation and the Learning Organization (1995)Building Better Causal Theories: A Fuzzy Set Approach to Typologies in Organization Research (2011)Organizational Information Requirements, Media Richness and Structural Design (1986)Toward a Theory of Stakeholder Identification and Salience: Defining the Principle of Who and What Really Counts (1997)Innovation is not enough: climates for initiative and psychological safety, process innovations, and firm performance (2002)Market Orientation: The Construct, Research Propositions, and Managerial Implications (1990)Market Orientation: Antecedents and Consequences (1993)American Economic Review (2019)The cornerstones of competitive advantage: A resource‐based view (1993)Varieties of Capitalism (2001)Explicating dynamic capabilities: the nature and microfoundations of (sustainable) enterprise performance (2007)Marketing the competitive destination of the future (2000)Progress in information technology and tourism management: 20 years on and 10 years after the Internet—The state of eTourism research (2008)What are dynamic capabilities and are they a useful construct in strategic management? 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References

  • 1980Competitive Strategy: Techniques for Analyzing Industries and Competitors16,592 cited
  • 1984Upper Echelons: The Organization as a Reflection of Its Top Managers16,343 cited
  • 1978Organizational Strategy, Structure, and Process9,169 cited
  • 1978The External Control of Organizations.4,966 cited
  • 1978Organizational Strategy, Structure, and Process4,527 cited
  • 1976The Structure of "Unstructured" Decision Processes3,759 cited
  • 1988POLITICS OF STRATEGIC DECISION MAKING IN HIGH-VELOCITY ENVIRONMENTS: TOWARD A MIDRANGE THEORY.1,839 cited
  • 1988Strategic Decision Processes in High Velocity Environments: Four Cases in the Microcomputer Industry1,498 cited
  • 1982Competitive strategy: Techniques for analysing industries and competitors1,378 cited
  • 1988Chief executive scanning, environmental characteristics, and company performance: An empirical study1,040 cited
  • 1984Cognitive simplification processes in strategic decision‐making934 cited
  • 1985THE ORGANIZATION AS POLITICAL ARENA683 cited
  • 1993PROCEDURAL RATIONALITY IN THE STRATEGIC DECISION‐MAKING PROCESS*414 cited
  • 1981Market share: Key to profitability?393 cited
  • 1979Organizational Politics

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308 cited
  • 1977Environmental scanning for corporate planning249 cited
  • Cited by

    • 2009Corporate sustainability and innovation in SMEs: Evidence of themes and activities in practice968 cited
    • 2006Strategic decision‐making: Process perspectives424 cited
    • 2006Strategy-Process Research: What Have We Learned and What Is Still to Be Explored421 cited
    • 2007Influences on strategic decision effectiveness: Development and test of an integrative model388 cited
    • 2013The development of SME managerial practice for effective performance management336 cited
    • 2000Internet adoption barriers for small firms in The Netherlands272 cited
    • 2005Co-alignment in the resource–performance relationship: strategy as mediator252 cited
    • 2007Explaining the lack of strategic planning in SMEs: The importance of owner motivation204 cited
    • 2007Towards a contingency approach to performance measurement: an empirical study in Scottish SMEs189 cited
    • 2006Supply chain management practices of SMEs: from a business growth perspective187 cited
    • 2006Implementing strategically aligned performance measurement in small firms174 cited
    • 2007“Balance”: the development of a social enterprise business performance analysis tool164 cited
    • 2011The Influence of networking on the internationalization of SMEs: Evidence from internationalized Chinese firms163 cited
    • 2009Toward a Model of Understanding Strategic Decision-Making in Micro-Firms: Exploring the Australian Information Technology Sector160 cited
    • 2011Information processing and strategic decision-making in small and medium-sized enterprises: The role of human and social capital in attaining decision effectiveness150 cited
    • 2013Assessing Delphi panel composition for strategic foresight — A comparison of panels based on company-internal and external participants104 cited