Thompson, John L. (1998) Strategic crisis aversion: the value of a “style audit”. The learning organisation, 5 (1). pp. 36-46. ISSN 0969-6474
Metadata only available from this repository.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 |
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Subjects: | H Social Sciences > HD Industries. Land use. Labor > HD28 Management. Industrial Management |
Schools: | Huddersfield Business School |
Related URLs: | |
Depositing User: | Cherry Edmunds |
Date Deposited: | 21 Jan 2009 15:03 |
Last Modified: | 28 Aug 2021 10:44 |
URI: | http://eprints.hud.ac.uk/id/eprint/3171 |
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