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Chief executive scanning, environmental characteristics, and company performance: An empirical study

Chief executive scanning, environmental characteristics, and company performance: An empirical study Chief executives in 50 manufacturing companies were interviewed about the perceived strategic uncertainty in six environmental sectors, and the frequency and mode of scanning used for each sector. The findings suggest that customer, economic and competitor sectors generated greater strategic uncertainty than technological, regulatory and sociocultural sectors. When sector uncertainty was high, executives reported greater frequency of scanning and greater use of personal information sources. Chief executives in high‐performing companies scanned more frequently and more broadly in response to strategic uncertainty than their counterparts in low‐performing companies. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Strategic Management Journal Wiley

Chief executive scanning, environmental characteristics, and company performance: An empirical study

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Publisher
Wiley
Copyright
Copyright © 1988 John Wiley & Sons, Ltd.
ISSN
0143-2095
eISSN
1097-0266
DOI
10.1002/smj.4250090204
Publisher site
See Article on Publisher Site

Abstract

Chief executives in 50 manufacturing companies were interviewed about the perceived strategic uncertainty in six environmental sectors, and the frequency and mode of scanning used for each sector. The findings suggest that customer, economic and competitor sectors generated greater strategic uncertainty than technological, regulatory and sociocultural sectors. When sector uncertainty was high, executives reported greater frequency of scanning and greater use of personal information sources. Chief executives in high‐performing companies scanned more frequently and more broadly in response to strategic uncertainty than their counterparts in low‐performing companies.

Journal

Strategic Management JournalWiley

Published: Mar 1, 1988

References

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