Toward understanding strategic issue diagnosis

Toward understanding strategic issue diagnosis This paper calls attention to a central but neglected process in strategic decision making, i.e. strategic issue diagnosis (SID). A framework for discussing SID is presented in terms of three critical components: inputs, process characteristics and outputs. The framework is illustrated in the context of PIMS and BCG, two widely recognized strategy models. The major implications highlight the theoretical significance of SID for understanding strategic decision making. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Strategic Management Journal Wiley

Toward understanding strategic issue diagnosis

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Publisher
Wiley
Copyright
Copyright © 1983 John Wiley & Sons, Ltd.
ISSN
0143-2095
eISSN
1097-0266
DOI
10.1002/smj.4250040403
Publisher site
See Article on Publisher Site

Abstract

This paper calls attention to a central but neglected process in strategic decision making, i.e. strategic issue diagnosis (SID). A framework for discussing SID is presented in terms of three critical components: inputs, process characteristics and outputs. The framework is illustrated in the context of PIMS and BCG, two widely recognized strategy models. The major implications highlight the theoretical significance of SID for understanding strategic decision making.

Journal

Strategic Management JournalWiley

Published: Oct 1, 1983

References

  • Can top managers be strategists?
    Hunsicker, Hunsicker

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