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Reconciling logical incrementalism and synoptic formalism — an integrated approach to designing strategic planning processes
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Decision Support Systems Reports and Theses: Abstracts John C. Camiilus, Strategic management: Reflections on an alternative paradigm, WP-476, Graduate School of Business, University of Pittsburgh, Pittsburgh, PA 15260, USA (1981) 'Strategic management' has displaced the term 'general management' as the descriptor of top management responsibility relating to independent organizational entities. Neither of these terms, however, reflect a systemic perspective of the top management function. A paradigm of strategic management, based on an administrative system composed of four components is proposed. The paradigm is derived from managerial practice rather than academic disciplines. Instead of relying on a priori, questionable definitions of terms such as strategy, structure, style and systems, it offers the possibility of heuristically arriving at contingent and defensible definitions and typologies. A corporate example is employed to demonstrate the necessity and utility of viewing top management responsibilities through the perspective of the proposed paradigm.
ing innovation and effectively linking organizational strategy and programs of actions. Author's Abstract
John C. Camillus, Reconciling logical incrementalism and synoptic formalism - an integrated approach to designing strategic plann~g processes,
WP-421, Graduate School of Business, University of Pittsburgh, Pittsburgh, PA 15620, USA (1981). The advocates of logical incrementalism and synoptic formalism in strategic planning emphasize, respectively, the interactive and analytical dimensions of the planning process. This paper suggests a framework fo~"designing planning processes that permits a symbiotic integration of both approaches. The significance of this framework is demonstrated by considering its applicability to an actual organization and by examining its implications with regard to environmental scanning, implementing plans, and managing contingencies. Author's Abstract
Author's Abstract
John C. Camillus, From scanning to strategy: Effecting the transition, WP-483, Graduate School of Business, University of Pittsburgh, Pittsburgh, PA 15260, USA (1981). Neither the process-oriented nor the content-oriented literature on strategy appear to deal adequately with the metamorphosis of scanning inte!ligence into organizational strategy. This paper offers a structured approach based on the 'dimensions of strategic choice'. The feasibility of the approach is demonstrated by means of an actual example. The inhibition of creativity that results from formalization is not intrinsic to the a[aproach and it appears to offer the possibility of stimulat-
Glenn R. Carroll and Karl Ulrich Mayer Organizational effects in the wage attainment process, AP Nr. 95, Sondedo.rschungsbereich 3, J.W. GoetheUniversitaet Frankfurt und Universitaet Mannhelm, FRG (1983). The paper examines the applicability of dynamic models with exogeneous variables and the test of substantive hypotheses for data of the project 'Life histories and welfare, development' on the basis of the 1981 Mannheim pilot survey. Using information drawn from work histories we ar.ialyze the effects of four organizational variables -- size, public vs private sector, superordination, and job autonomy - on; (a) the initial wage o~' a job; (b) wage changes within a job; (c) rates ef movement to higher and lower paying jobs.
North-Holland Decision Support Systems 1 (1985) 83-94 016%9236/85/$3.30 © 1985, ElsevierSciencePublishersB.V. (North-Holland)
J
Author's Abstract
Decision Support Systems Reports and Theses: Abstracts John C. Camiilus, Strategic management: Reflections on an alternative paradigm, WP-476, Graduate School of Business, University of Pittsburgh, Pittsburgh, PA 15260, USA (1981) 'Strategic management' has displaced the term 'general management' as the descriptor of top management responsibility relating to independent organizational entities. Neither of these terms, however, reflect a systemic perspective of the top management function. A paradigm of strategic management, based on an administrative system composed of four components is proposed. The paradigm is derived from managerial practice rather than academic disciplines. Instead of relying on a priori, questionable definitions of terms such as strategy, structure, style and systems, it offers the possibility of heuristically arriving at contingent and defensible definitions and typologies. A corporate example is employed to demonstrate the necessity and utility of viewing top management responsibilities through the perspective of the proposed paradigm.
ing innovation and effectively linking organizational strategy and programs of actions. Author's Abstract
John C. Camillus, Reconciling logical incrementalism and synoptic formalism - an integrated approach to designing strategic plann~g processes,
WP-421, Graduate School of Business, University of Pittsburgh, Pittsburgh, PA 15620, USA (1981). The advocates of logical incrementalism and synoptic formalism in strategic planning emphasize, respectively, the interactive and analytical dimensions of the planning process. This paper suggests a framework fo~"designing planning processes that permits a symbiotic integration of both approaches. The significance of this framework is demonstrated by considering its applicability to an actual organization and by examining its implications with regard to environmental scanning, implementing plans, and managing contingencies. Author's Abstract
Author's Abstract
John C. Camillus, From scanning to strategy: Effecting the transition, WP-483, Graduate School of Business, University of Pittsburgh, Pittsburgh, PA 15260, USA (1981). Neither the process-oriented nor the content-oriented literature on strategy appear to deal adequately with the metamorphosis of scanning inte!ligence into organizational strategy. This paper offers a structured approach based on the 'dimensions of strategic choice'. The feasibility of the approach is demonstrated by means of an actual example. The inhibition of creativity that results from formalization is not intrinsic to the a[aproach and it appears to offer the possibility of stimulat-
Glenn R. Carroll and Karl Ulrich Mayer Organizational effects in the wage attainment process, AP Nr. 95, Sondedo.rschungsbereich 3, J.W. GoetheUniversitaet Frankfurt und Universitaet Mannhelm, FRG (1983). The paper examines the applicability of dynamic models with exogeneous variables and the test of substantive hypotheses for data of the project 'Life histories and welfare, development' on the basis of the 1981 Mannheim pilot survey. Using information drawn from work histories we ar.ialyze the effects of four organizational variables -- size, public vs private sector, superordination, and job autonomy - on; (a) the initial wage o~' a job; (b) wage changes within a job; (c) rates ef movement to higher and lower paying jobs.
North-Holland Decision Support Systems 1 (1985) 83-94 016%9236/85/$3.30 © 1985, ElsevierSciencePublishersB.V. (North-Holland)
J
Author's Abstract