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Abstract This paper proposes that organizational decision‐makers exist in a market for strategic issues where different internal and external trends and developments compete for decision‐makers' attention. The paper describes how an organization's strategic planning process affects the set of strategic issues that do capture decision‐makers' attention. It explains how characteristics of the strategic issue array translate into effective and timely initiation and implementation of strategic change.
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Stored only when both papers are in the corpus — 213 citations exist upstream.
Papers that cite the same references — the relational fallback while embeddings are still backfilling.
Imported from OpenAlex (CC0) — nothing here is generated.