Hart, Stuart L.
April 1992
Academy of Management Review;Apr92, Vol. 17 Issue 2, p327
Academic Journal
Most prior literature on strategy making has focused on a limited set of themes (e.g.. rationality) or actors (e.g.. top managers). Resulting typologies have, therefore, tended to be incomplete or overlapping. None have captured the full range of content associated with the phenomenon. In response, this article offers an integrative framework consisting of five modes: command, symbolic-rational, transactive, and generative. The framework is based on the varying roles top managers and organizational members play in the strategy-making process. It goes beyond existing strategy process models by contrasting these roles and illustrating their interaction. Strategy making is viewed as an organizationwide phenomenon. Research propositions are also developed linking strategy-making processes to firm performance.


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