000			01516naa a2200181uu 4500
001			5120712002110
003			OSt
005			20190211160314.0
008			051207s2005 xx ||||gr |0|| 0 eng d
100	1		_aANDERSEN, Torben Juul _922436
245	1	0	_aIntegrating the strategy formation process : _ban international perspective
260			_aOxford : _bPergamon, _cJune 2004
520	3		_aStrategy can emerge within a decentralized decision structure that gives managers autonomy to take responsive actions while overall strategic direction is considered within a strategic planning process. Both strategy-making modes can be conceived as complementary elements of the complex strategy formation process. This study defines the concept of decentralized strategic emergence around the decision autonomy of managers and hypothesizes on the positive interaction between dispersed managerial actions and central planning activities. An empirical study illustrates the importance of both elements in an integrative strategy formation process particularly for firms operating in the turbulence of international environments. The findings may point to essential strategic management capabilities needed to exploit opportunities in the European internal market
650		4	_aEuropean internal market; Management autonomy; Strategic planning _922557
773	0	8	_tEuropean Management Journal _g22, 3, p. 263-272 _dOxford : Pergamon, June 2004 _xISSN 0263-2373 _w
942			_cS
998			_a20051207 _b1200^b _cTiago
999			_aConvertido do Formato PHL _bPHL2MARC21 1.1 _c14202 _d14202
041			_aeng