Environmental scanning systems and performance: an empirical study of Russian companies

Environmental scanning systems and performance: an empirical study of Russian companies Describes a study which examined the environmental scanning systems in 226 Russian companies. Reports the findings which indicate that more advanced scanning systems were associated with higher performance levels in Russia. Comparative analysis which followed the analysis of statistical data suggested that there were a number of Western management concepts which could be used to promote the development of more sophisticated environmental scanning systems in the context of the Russian culture. Argues that this could lead to improved business performance in Russia. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Journal of Management Development Emerald Publishing

Environmental scanning systems and performance: an empirical study of Russian companies

Journal of Management Development, Volume 16 (2): 14 – Mar 1, 1997

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Publisher
Emerald Publishing
Copyright
Copyright © 1997 MCB UP Ltd. All rights reserved.
ISSN
0262-1711
DOI
10.1108/02621719710164283
Publisher site
See Article on Publisher Site

Abstract

Describes a study which examined the environmental scanning systems in 226 Russian companies. Reports the findings which indicate that more advanced scanning systems were associated with higher performance levels in Russia. Comparative analysis which followed the analysis of statistical data suggested that there were a number of Western management concepts which could be used to promote the development of more sophisticated environmental scanning systems in the context of the Russian culture. Argues that this could lead to improved business performance in Russia.

Journal

Journal of Management DevelopmentEmerald Publishing

Published: Mar 1, 1997

Keywords: Organizational performance; Environmental scanning; National cultures; Russia

References

  • Chief executive scanning, environmental characteristics, and company performance: an empirical study
    Daft, R.L.; Sormunen, J.; Parks, D.
  • Measuring and modelling changes in strategy: theoretical foundations and empirical directions
    Ginsberg, A.
  • Specialization of environmental scanning activities among upper level executives
    Hambrick, D.C.
  • Organizations and Environment
    Lawrence, P.R.; Lorsch, J.W.
  • Environmental uncertainty and environmental scanning activities of Nigerian manufacturing executives: a comparative analysis
    Sawyerr, O.O.
  • Changing generic strategies: likelihood, direction, and performance implications
    Zajac, E.J.; Shortell, S.M.

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