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The effects of an uncertain country environment upon leadership and strategic planning practices

Koufopoulos, Dimitrios N., Chryssochoidis, George M. (2000) The effects of an uncertain country environment upon leadership and strategic planning practices. Strategic Change, 9 (6). pp. 379-395. ISSN 1086-1718. E-ISSN 1099-1697. (doi:10.1002/1099-1697(200009/10)9:6<379::AID-JSC493>3.0.CO;2-M) (The full text of this publication is not currently available from this repository. You may be able to access a copy if URLs are provided) (KAR id:52847)

The full text of this publication is not currently available from this repository. You may be able to access a copy if URLs are provided.
Official URL:
http://dx.doi.org/10.1002/1099-1697(200009/10)9:6<...

Abstract

This study examines the nature of strategic planning activities of companies operating in high uncertainty country environments.

In these companies, CEOs perceive strategic planning to lead to better decision making due to better clarification of goals and policies.

The tools mainly used comprise financial analysis, SWOT and contingency planning techniques.

The CEOs and the top management teams are particularly involved in the strategic planning activity. In contrast, middle, lower-level management and outside consultants play only a minor role.

Item Type: Article
DOI/Identification number: 10.1002/1099-1697(200009/10)9:6<379::AID-JSC493>3.0.CO;2-M
Subjects: H Social Sciences
Divisions: Divisions > Kent Business School - Division > Department of Marketing, Entrepreneurship and International Business
Depositing User: Kimberley Attard-Owen
Date Deposited: 07 Dec 2015 14:51 UTC
Last Modified: 16 Nov 2021 10:22 UTC
Resource URI: https://kar.kent.ac.uk/id/eprint/52847 (The current URI for this page, for reference purposes)

University of Kent Author Information

Chryssochoidis, George M..

Creator's ORCID: https://orcid.org/0000-0001-9868-7119
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