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Why firms adhere to or deviate from their strategic plans is [#permalink]
03 Feb 2005, 04:44
Why firms adhere to or deviate from their strategic plans is poorly
understood. However, theory and limited research suggest that the
process through which such plans emerge may play a part. In particular, top management decision-sharing consensus-oriented, team-based decision-makingâ€”may increase the likelihood that firms will adhere to their plans, because those involved in the decision-making may be more committed to the chosen course of action, thereby increasing the likelihood that organizations will subsequently adhere
to their plans.
However, the relationship between top management decision-sharing and
adherence to plans may be affected by a firmâ€™s strategic mission (its fundamental approach to increasing sales revenue and market share, and
generating cash flow and short-term profits). At one end of the strategic
mission continuum, â€œbuildâ€
[quote="chunjuwu]Research and theory suggest that top management decision-sharing may have a more positive relationship with adherence to plans among firms with harvest strategies than among firms with build strategies.
Does it said that both of the strategies have decision-sharing?[/quote]
The above statement says decision sharing have a more positive relationship with plan adherence for harvest strategy firms, meaning it works better for them; and decision sharing have a less positive relationship with plan adherence for build strategy firms, meaning it doesn't work well for them. However, not working well itself is a proof that this kind of situation exists. There are firms with build strategy that has decision-sharing, only it doesn't work good for them.