The Concept of Corporate Strategy

By R. Rivera, Hugo Alberto. 2009

1,329 citations recorded by the source corpus.

View Paper: https://www.semanticscholar.org/paper/b8b5d7d74452a4088cc0caf3b783dda4c02238a7

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Citations in the corpus

Navigators through the storm: A review of organization theories and the behavior of incumbent firms during transitions (2017, background): “…with scholars variously distinguishing between dimensions of the environment (e.g. technological, economic, physical, social, and political (Andrews, 1971)), or a firm’s relation with it (e.g. a firm’s immediate “task environment,” and the wider “general environment” (Bourgeois, 1980)).”
Strategy and commitments to institutional logics: Organizational heterogeneity in business models and governance (2016, background): “Early developers of the field (Andrews, 1971; Chandler, 1962; Selznick, 1957) were not economists, and their ideas on strategy were more congruent with corporate than with market logics, perhaps reflective of the dominance of managerial capitalism in their era.”
Untangling the Effects of Overexploration and Overexploitation on Organizational Performance: The Moderating Role of Environmental Dynamism† (2008, background): “…with our predictions, there was a positive association between environmental dynamism (as indicated by variations in industry sales) and explorative search, supporting the argument that market uncertainty tends to stimulate exploration (Andrews, 1980; Hofer & Schendel, 1978; Teece et al., 1997).”
Influence of Founder—CEOs' Personal Values on Firm Performance: Moderating Effects of Firm Age and Size† (2007, background): “…empirical studies that take organizational structure or organizational strategy as the critical dependent variable generally support the proposed importance of CEOs (including founder–CEOs) in firms (e.g., Andrews, 1971; Kimberly, 1979; Miller, De Vries, & Toulouse, 1982; Miller & Dröge, 1986).”
Effects of an Advancing Tenure on CEO Cognitive Complexity (2020, background): “…and critical observers, including investors, securities analysts, regulatory authorities, trade association officials, journalists, and yet others (Andrews 1971, Finkelstein et al. 2009, Mintzberg 1973, Porter and Nohria 2018). and thus they tune out great parts of it, instead adopting simple…”
Environmental Context, Managerial Cognition, and Strategic Action: An Integrated View (2008, background): “The strategy literature has consistently prescribed the importance of aligning firm strategies with opportunities and threats in the environment (Andrews, 1987; Ginsberg, 1988; Miles and Snow, 1972; Mintzberg, 1972; Porter, 1985; Quinn, 1980; Hofer and Schendel, 1978).”
Corporate Entrepreneurship: State‐of‐the‐Art Research and a Future Research Agenda (2013, background): “The roots of strategic management began with a focus on the importance of the top manager's role in developing and guiding the current execution and future strategic direction of the organization (Andrews, 1980; Barnard, 1938).”
Working While Liberal/Conservative: A Review of Political Ideology in Organizations (2020, background): “Top management is obligated to consider stakeholders during strategic decisions (Andrews, 1971), but more liberal managers may also feel accountable to the broader society, community, and world, given their value of egalitarianism and their tendency towards social change and concern (Tetlock, 2000).”
Strategic planning and performance: extending the debate (2008, background): “Indeed, a prominent and on-going debate in the literature surrounds the efficacy of formalized strategic planning versus nonformalized strategic planning (Ansoff, 1965; Andrews, 1971; Mintzberg, 1990, 1994).”
Opening Up: How Centralization Affects Participation and Inclusion in Strategy Making (2017, background): “…are increasingly shifting away from a formal top-down process of strategy planning that is centralized around the CEO and the top management team (Andrews, 1971) to a more open form of strategizing that involves the engagement of middle managers and the broader community within the organization…”
Resources, Capabilities and Entrepreneurial Perceptions (2007, background): “These managers can assess more precisely the opportunities in the environment that fit with the firm’s internal strengths and weaknesses (Andrews, 1980).”
Building a Culture That Encourages Strategic Thinking (2010, background): “…that leadership theorists have identified as required for strategic leaders bear striking resemblance to activities involved in strategic planning and strategic management processes as described in the strategy literature (e.g., Andrews, 1971; Eden & Ackermann, 1998; Steiner, Miner, & Gray, 1982).”
Executive Personality, Capability Cues, and Risk Taking (2011, background): “Still, most CEOs have considerable discretion (Hambrick and Finkelstein, 1987), and their personal endorsements are required for all strategic initiatives—especially investment outlays (Chandler, 1962; Andrews, 1971).”
Incompatible strategies in international mergers: the failed merger between Telia and Telenor (2008, background): “Our understanding of corporate strategies is shared with Andrews (1980), who says that ‘‘Corporate strategy is an organisation process, in many ways inseparable from the structure, behaviour, and culture of the company in which it takes place’’ (Andrews, 1980: 24).”
Strategic alignment: A missing link in the relationship between strategic consensus and organizational performance (2013, background): “Despite the potential for reciprocity, we follow the literature’s premise that achieving a match between an organization’s environment and its strategy can influence performance (Andrews, 1971; Chandler, 1962; Hofer and Schendel, 1978).”
Untangling the origins of competitive advantage (2011, background): “This work could be interpreted as suggesting that competitive advantage was a complex phenomenon, that depended crucially on the active presence of superior leadership (Andrews, 1971; Selznick, 1957; Chandler, 1962).”
Internationalization strategy, firm resources and the survival of SMEs in the export market (2014, background): “For instance, Andrews (1971) argues that strategy is the matching process between the resources of the organization and opportunities in the business environment at an acceptable level of risk.”