Abstract
Abstract The purpose of this study was to test empirically the relationships between the environmental scanning activities of upper‐level executives and their organizations' strategies, on the premise that executives would scan to reinforce their organization's particular basis for competing. Among the three industries studied, there were differences in the strategy–scanning link. These differences may have been attributable to different dominant environmental requirements existing in each industry.
Keywords
PremiseBusinessTest (biology)Industrial organizationOrganizational performanceEnvironmental scanningMarketingOperations managementEconomicsEcologyEnvironmental management system
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Publication Info
- Year
- 1982
- Type
- article
- Volume
- 3
- Issue
- 2
- Pages
- 159-174
- Citations
- 722
- Access
- Closed
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Cite This
Donald C. Hambrick
(1982).
Environmental scanning and organizational strategy.
Strategic Management Journal
, 3
(2)
, 159-174.
https://doi.org/10.1002/smj.4250030207
Identifiers
- DOI
- 10.1002/smj.4250030207