Abstract
This paper is based upon a study of the contrasting processes used to formulate business policy in a selection of European companies. The characteristics of these processes are discussed to provide insights for managers who need to formulate business policy to meet their own organization’s needs.
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Notes and references
Ansoff, H. I. (1979) Strategic Management (London: Macmillan)
Taylor, B. and Sparkes, J. R. (eds.) (1977) Corporate Strategy and Planning (London: Heinemann).
For some consideration of the formulation process see Ackoff, R. L. (1970) A Concept of Corporate Planning, chapter 7 (New York: Wiley);
Dror, Y. (1971) Ventures in Policy Sciences, chapter 10 (American Elsevier);
Nurmi, R. (1976) ‘Developing a Climate for Planning’, Long Range Planning, June, pp. 48–53;
Saunders, C. B. (1973) ‘What Should We Know about Strategy Formulation?’, Academy of Management Proceedings, USA, August, pp. 29–35;
Wheelwright, S. C. and Banks, R. L. (1979) ‘Involving Operating Managers in Planning Process Evolution’, Sloan Management Review, Summer, pp. 43–59.
For a summary of the situation see Ansoff, H. I. (1979) ‘The Changing Shape of the Strategic Problem’, Journal of General Management, 4(4);
Hussey, D. E. (1979) Introducing Corporate Planning, chapter 1 (London: Pergamon);
Warren, K. E. (1966) Long Range Planning: The Executive Viewpoint, ch. 3 (London: Prentice-Hall).
Galbraith, Jay (1977) Organisational Design (London: Addison Wesley) p. 36.
Galbraith, Jay (1977) Organisational Design, ch. 16 (London: Addison Westley).
Bauer, R. A. and Gergen, K. J. (eds.) (1968) The Study of Policy Formulation, ch. 5 (New York: Free Press).
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© 1989 Macmillan Publishers Limited
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Mclellan, R., Kelly, G. (1989). Business Policy Formulation: understanding the process. In: Asch, D., Bowman, C. (eds) Readings in Strategic Management. Palgrave, London. https://doi.org/10.1007/978-1-349-20317-8_8
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DOI: https://doi.org/10.1007/978-1-349-20317-8_8
Publisher Name: Palgrave, London
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