Access the full text.
Sign up today, get DeepDyve free for 14 days.
R. Cyert, J. March (1964)
A Behavioral Theory of the Firm
Schwenk Schwenk (1984)
Cognitive simplification processess in strategic decision makingStrategic Management Journal, 5
Kafelas Kafelas, Schoederbek Schoederbek (1973)
Application and implementations: scanning the business environment—some empirical resultsDecision Sciences, 4
P. Lawrence, J. Lorsch (1967)
Organization and environment
Barry Staw, Lance Sandelands, J. Dutton (1981)
Threat-rigidity effects in organizational behavior: A multilevel analysis.Administrative Science Quarterly, 26
Shelley Taylor, S. Fiske (1978)
Salience, Attention, and Attribution: Top of the Head PhenomenaAdvances in Experimental Social Psychology, 11
Nils Brunsson (1982)
THE IRRATIONALITY OF ACTION AND ACTION RATIONALITY: DECISIONS, IDEOLOGIES AND ORGANIZATIONAL ACTIONSJournal of Management Studies, 19
Kenneth Benson, J. Hage (1982)
Theories of Organizations: Form, Process, and Transformation.Administrative Science Quarterly, 27
D. Miller (1982)
Evolution And Revolution: A Quantum View Of Structural Change In OrganizationsJournal of Management Studies, 19
D. Otley, A. Berry (1980)
Control, organisation and accountingAccounting Organizations and Society, 5
W. Starbuck (1983)
Organizations as Action GeneratorsOrganizations & Markets: Policies & Processes eJournal
D. Schendel, G. Patton, James Riggs (1976)
Corporate Turnaround Strategies: A Study of Profit Decline and RecoveryJournal of General Management, 3
Danny Miller, P. Friesen (1980)
Archetypes of Organizational Transition.Administrative Science Quarterly, 25
W. Gamson, N. Scotch (1964)
Scapegoating in BaseballAmerican Journal of Sociology, 70
R. Daft, K. Weick (1984)
Toward a Model of Organizations as Interpretation SystemsAcademy of Management Review, 9
Dutton Dutton, Fahey Fahey, Narayanan Narayanan (1983)
Toward understanding strategic issue diagnosisStrategic Management Journal, 4
R. Miles, C. Snow, A. Meyer, H. Coleman (1978)
Organizational strategy, structure, and process.Academy of management review. Academy of Management, 3 3
C. Snow, D. Hambrick (1980)
Measuring Organizational Strategies: Some Theoretical and Methodological ProblemsAcademy of Management Review, 5
I. Ansoff (1975)
Managing Strategic Surprise by Response to Weak SignalsCalifornia Management Review, 18
King King (1982)
Using strategic issue analysis in long range planningLong Range Planning, 15
Richard Normann (1977)
Management for growth
B. Yates (1983)
The Decline and Fall of the American Automobile Industry
E. Johnsen (1964)
Richard M. Cyert & James G. March, A Behavioral Theory of The Firm, Prentice-Hall, Inc., Englewood Cliffs, New Jersey, 1963, 332 s.Ledelse and Erhvervsøkonomi, 28
David Jemison (1981)
The Importance of an Integrative Approach To Strategic Management ResearchAcademy of Management Review, 6
J. March, Johan Olsen, S. Christensen (1976)
Ambiguity and choice in organizations
E. Trist, P. Lawrence, Davis Dyer (1984)
Renewing American Industry.Administrative Science Quarterly, 29
Salancik Salancik, Pfeffer Pfeffer (1980)
Effects of ownership and performance on executive tenure in U.S. corporationsAcademy of Management Journal, 23
Charles Schwenk (1984)
Cognitive simplification processes in strategic decision‐makingSouthern Medical Journal, 5
B. Hedberg, Sten Jönsson (1978)
Designing semi-confusing information systems for organizations in changing environmentsAccounting Organizations and Society, 3
P. Ginter, D. White (1982)
A Social Learning Approach to Strategic Management: Toward a Theoretical FoundationAcademy of Management Review, 7
I. Rubin (1977)
Universities in Stress: Decision Making under Conditions of Reduced Resources.Social Science Quarterly
V. Narayanan, Liam Fahey (1982)
The Micro-Politics of Strategy Formulation1Academy of Management Review, 7
J. Fredrickson (1983)
Strategic process research: Questions and recommendations
F. Aguilar (1967)
Scanning the business environment
J. Child (1972)
Organizational Structure, Environment and Performance: The Role of Strategic ChoiceSociology, 6
Henry Mintzberg, Duru Raisinghani, A. Theoret (1976)
The Structure of "Unstructured" Decision ProcessesAdministrative Science Quarterly, 21
Pounds Pounds (1969)
The process of problem findingIndustrial Management Review, II
J. Dutton, Liam Fahey, V. Narayanan (1983)
Toward understanding strategic issue diagnosisSouthern Medical Journal, 4
Marjorie Lyles, I. Mitroff (1980)
Organizational Problem Formulation: An Empirical Study.Administrative Science Quarterly, 25
James Thompson (1967)
Organizations in Action
Daniel Rose, P. Berger, T. Luckmann (1967)
The Social Construction of RealityThe Modern Language Journal, 51
Harold Klein, W. Newman (1980)
HOW TO USE SPIRE: A SYSTEMATIC PROCEDURE FOR IDENTIFYING RELEVANT ENVIRONMENTS FOR STRATEGIC PLANNINGJournal of Business Strategy, 1
W. Scott (1983)
Stakeholders of the organizational mind
Charles Hofer, D. Schendel (1978)
Strategy formulation : analytical concepts
J. Benson, J. Pfeffer, G. Salancik (1978)
The External Control of Organizations.Administrative Science Quarterly, 23
B. Hedberg, P. Nystrom, W. Starbuck (1976)
Camping on Seesaws: Prescriptions for a Self-Designing Organization
M. Allen (1979)
Managerial Succession and Organizational Performance: A Recalcitrant Problem Revisited.Administrative Science Quarterly, 24
James Barnes (1984)
Cognitive biases and their impact on strategic planningStrategic Management Journal, 5
B. Hedberg (1981)
How Organizations Learn and Unlearn
G. Salancik, J. Pfeffer (1980)
Effects of ownership and performance on executive tenure in U
A. Montalvo, E. Rhenman (1969)
Industrial Democracy and Industrial Management.Administrative Science Quarterly, 14
A. Kefalas, P. Schoderbek (1973)
APPLICATION AND IMPLEMENTATIONDecision Sciences, 4
S. Kiesler, L. Sproull (1982)
Managerial Response to Changing Environments: Perspectives on Problem Sensing from Social Cognition.Administrative Science Quarterly, 27
Staw Staw, Sandelands Sandelands, Dutton Dutton (1981)
Threat rigidity cycles in organizational behaviorAdministrative Science Quarterly, 26
P. Nutt (1979)
Calling out and calling off the dogs: managerial diagnosis in public service organizations.Academy of management review. Academy of Management, 4 2
G. Allison, Philip Zelikow (1972)
Essence of Decision: Explaining the Cuban Missile Crisis
Rosalie Tung (1979)
Dimensions of Organizational Environments: An Exploratory Study of Their Impact on Organization StructureAcademy of Management Journal, 22
C. Argyris, Donald Schön (1978)
Organizational Learning: A Theory Of Action Perspective
I. Janis (1972)
Victims Of Groupthink
Robert Burgelman (1983)
A Process Model of Internal Corporate Venturing in the Diversified Major FirmAdministrative Science Quarterly, 28
G. Donaldson, J. Lorsch (1983)
Decision making at the top : the shaping of strategic direction
William King (1982)
Using strategic issue analysisLong Range Planning, 15
David Jemison (1981)
The Contributions of Administrative Behavior To Strategic ManagementAcademy of Management Review, 6
Igor H.Ansoff (1979)
Strategic Management
J. Hewitt, P. Hall (1973)
Social Problems, Problematic Situations, and Quasi-TheoriesAmerican Sociological Review, 38
R. Rumelt (1974)
Strategy, structure, and economic performance
J. Ford (1980)
The Occurrence of Structural Hysteresis In Declining OrganizationsAcademy of Management Review, 5
E. Segev (1976)
Triggering the Strategic Decision‐Making ProcessManagement Decision, 14
Starbuck Starbuck (1983)
Organizations as action generatorsAmerican Sociological Review, 48
H. Simon, G. Dantzig, R. Hogarth, C. Plott, H. Raiffa, T. Schelling, K. Shepsle, R. Thaler, A. Tversky, S. Winter (1987)
Decision Making and Problem SolvingInterfaces, 17
Peter Berger (1966)
The Social Construction of Reality
Edward Ottensmeyer (1982)
Strategic organizational adaptation and the regulatory environment : a study of universities during a time of regulatory change
A. Meyer (1982)
Adapting to environmental jolts.Administrative science quarterly, 27 4
D. Hambrick, P. Mason (1984)
Upper Echelons: The Organization as a Reflection of Its Top ManagersAcademy of Management Review, 9
D. Whetten (1980)
Organizational Decline: A Neglected Topic in Organizational Science1Academy of Management Review, 5
C. Smart, I. Vertinsky (1977)
Designs for crisis decision units.Administrative science quarterly, 22 4
J. McCann (1980)
Strategies for Change: Logical Incrementalism
This paper presents a model of how decision‐makers interpret stategic issues. The model of strategic issue diagnosis identifies three critical events: activation, assessments of urgency and assessments of feasibility. The relationship of each of these interpretive assessments to the creation of momentum for change allows one to predict if and how organizations will respond to a changed decision environment. The paper further links strategic issue diagnosis to organizational responses by highlighting the systematic effect of two contextual variables—the organization's belief structure and its resources—upon the assessments in diagnosis. In this way, the model of issue diagnosis provides a framework for understanding how and why organizations respond differently to strategic issues.
Strategic Management Journal – Wiley
Published: May 1, 1987
Read and print from thousands of top scholarly journals.
Already have an account? Log in
Bookmark this article. You can see your Bookmarks on your DeepDyve Library.
To save an article, log in first, or sign up for a DeepDyve account if you don’t already have one.
Copy and paste the desired citation format or use the link below to download a file formatted for EndNote
Access the full text.
Sign up today, get DeepDyve free for 14 days.
All DeepDyve websites use cookies to improve your online experience. They were placed on your computer when you launched this website. You can change your cookie settings through your browser.