Thompson, John L. (1998) Strategic crisis aversion: the value of a “style audit”. The learning organisation, 5 (1). pp. 36-46. ISSN 0969-6474Metadata only available from this repository.
Reminds us that different organizations seek to deal with environmental pressures in different ways; some are proactive, others rely largely on reaction. Paradoxically, reactive crisis fighters typically thrive on the challenge of short-term problems. Effective organisations, however, need clear direction for the longer term, winning strategies and an appropriate decision-making style for managing strategy creation and implementation in an environment of change. Looks at how organisations might seek to audit their decision-making style with a view to managing their knowledge and intelligence more effectively and introducing the changes that will open up new competitive and strategic opportunities.
|Subjects:||H Social Sciences > HD Industries. Land use. Labor > HD28 Management. Industrial Management|
|Schools:||The Business School|
|Depositing User:||Cherry Edmunds|
|Date Deposited:||21 Jan 2009 15:03|
|Last Modified:||21 Jan 2009 15:03|
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