Details

Autor(en) / Beteiligte

• Godiwalla, Yezdi M.
• Meinhart, Wayne A.
• Warde, William D.

Titel

Environmental scanning—Does it help the chief executive?

Ist Teil von

• Long range planning, 1980-10, Vol.13 (5), p.87-99

Ort / Verlag

London, etc: Elsevier Ltd

Erscheinungsjahr

1980

Quelle

Elsevier Journal Backfiles on ScienceDirect (DFG Nationallizenzen)

Beschreibungen/Notizen

• Firms must correctly identify and analyze the nature of their strategic environments, their strategic oppurtunities and problems, and, formulate the precise strategy sets for corporate strategy for accomplishing the chosen organizational objectives and goals. This articles reports on a survey. Chief executives of industrial corporations provided their insights and experience (see Appendix I) and the findings are analyzed for the implications for other practising chief executives. The nature of environment which is strategic to a particular firm has considerable influence upon the firm's choice of strategies. The correct understanding of this influence is critical to the firm's organizational effectiveness. Only after a correct understanding can the chief executive formulate the precise mix of strategies and meld them in the strategy sets of the corporate strategy. The major findings indicate that the levels of difficulty experienced in accomplishing firm's objectives and goals depend upon the perceived nature of complexity, unpredictability and dynamism of the firm's strategic environments. The levels of clarity on strategic issues also depend upon these same attributes of environments. The formulation of strategy sets of corporate strategy are indicative of the ways by which the chief executive and his management team expect the firm to achieve its major objectives and goals by monitoring the strategy sets to keep in tune with the changing realities of the firm's strategic environments. General management, marketing and finance, were the vital group strategies, followed by production and research and development. External relations, personnel and procurement were the least important strategies. Firms operating in simple and stable environments experienced the least difficulty in achieving corporate goals, while firms in dynamic and complex environments experienced the greatest difficulty.