With the increasing prominence of special interest group activity in the organizational external environment, we build on the stakeholder literature on strategic management to explain how organizations respond to pressures from such groups. Using a model integrating institutional, resource dependence, resource-based, and cognitive theoretical perspectives, we examine the restaurant industry's r…
There exist two prominent accounts of how managers make sense of and take action in relation to strategic issues. The threat-opportunity (TO) and feasibility-urgency (FU) approaches primarily emphasize automatic/affective and active/deliberative strategic issue diagnosis processes, respectively. Current research, however, does not effectively integrate or fully explore the relationship between …
In this essay we take a deliberately provocative stance in assessing the utility of the accreditation process in relation to the strategic decision making of business schools given increasing amounts of environmental turbulence, competitiveness, and potentially discontinuous change. We argue that the core process characteristics of accreditation are not well suited for the new competitive terra…