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Strategic crisis aversion: the value of a “style audit”

Thompson, John L. (1998) Strategic crisis aversion: the value of a “style audit”. The learning organisation, 5 (1). pp. 36-46. ISSN 0969-6474

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Abstract

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.

Item Type: Article
Subjects: H Social Sciences > HD Industries. Land use. Labor > HD28 Management. Industrial Management
Schools: The Business School
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Depositing User: Cherry Edmunds
Date Deposited: 21 Jan 2009 15:03
Last Modified: 21 Jan 2009 15:03
URI: http://eprints.hud.ac.uk/id/eprint/3171

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