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Strategic management tool usage: a comparative study
Author(s) -
Clark Delwyn N.
Publication year - 1997
Publication title -
strategic change
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 0.527
H-Index - 16
eISSN - 1099-1697
pISSN - 1086-1718
DOI - 10.1002/(sici)1099-1697(199711)6:7<417::aid-jsc281>3.0.co;2-9
Subject(s) - strategic management , diversity (politics) , exploratory research , empirical research , business , core (optical fiber) , knowledge management , diversity management , process management , marketing , computer science , human resource management , political science , sociology , social science , telecommunications , philosophy , epistemology , law
• This exploratory, empirical study of tool usage by strategic management practitioners in the United Kingdom and New Zealand found striking similarities in tool usage patterns for a series of core strategic tasks. • The diversity of approaches used and some country‐specific differences are outlined. • Further research is proposed. © 1997 John Wiley & Sons, Ltd.