The DOI matches its Crossref record; 80 of the 80 references it cites were found in a registry or an index.
How strategy‐making processes can make a difference
Abstract
Strategy‐making is usually portrayed in dichotomous terms: rational vs. incremental, or formulation vs. implementation. It may, however, be more valid to think of organizations as entities capable of developing resources and skills in multiple strategy‐making process modes. This paper first develops measures to identify firms with different levels and types of strategy‐making process ‘capability’ then examines empirically their relationships to five dimensions of perceived performance, using data collected from a sample of 285 top managers. Results indicate that firms with high process capability–the simultaneous use of multiple strategy‐making process modes–outperfom single‐mode or less process‐capable organizations.
Overview
The claims and statistics of this paper haven’t been checked yet.
Run the check — free, no account needed. It reads the open-access text and checks the sources it cites.
Integrity signals
Registry
Cites
Statistics
Verification
Claims the paper makes
The claims and statistics of this paper haven’t been checked yet.
Run the check — free, no account needed. It reads the open-access text and checks the sources it cites.
Self-check
Percentages, sums and reported differences re-computed from the paper’s own numbers.
The self-check needs the paper’s full text.
Citations
Cites
Firm Resources and Sustained Competitive Advantage
Barney, J. (1991) · Journal of Management · doi:10.1177/014920639101700108 · Cited by 48,334
Firm resources and sustained competitive advantage
Barney, J. B. (2004) · Advances in Strategic Management · doi:10.1016/s0742-3322(00)17018-4 · Cited by 38,152
A resource‐based view of the firm
Wernerfelt, B. (1984) · Strategic Management Journal · doi:10.1002/smj.4250050207 · Cited by 25,635
The Theory of Social and Economic Organization.
Delatour, G. S., Weber, M., Henderson, A. M., & Parsons, T. (1948) · American Sociological Review · doi:10.2307/2086579 · Cited by 11,300
Research in Organizational Behavior.
Grimes, A. J., Cummings, L. L., & Staw, B. M. (1986) · Administrative Science Quarterly · doi:10.2307/2392975 · Cited by 10,899
An Evolutionary Theory of Economic Change
Berkowitz, M. K., Nelson, R. R., & Winter, S. G. (1983) · Southern Economic Journal · doi:10.2307/1058233 · Cited by 10,549
The resource-based theory of competitive advantage: Implications for strategy formulation
Grant, R. M. (1991) · California Management Review · doi:10.2307/41166664 · Cited by 9,699
The Science of “Muddling Through”
Lindblom, C. E. (1959) · Public Administration Review · doi:10.2307/973677 · Cited by 8,513
Asset Stock Accumulation and Sustainability of Competitive Advantage
Dierickx, I., & Cool, K. (1989) · Management Science · doi:10.1287/mnsc.35.12.1504 · Cited by 8,353
Applied Multiple Regression/Correlation Analysis for the Behavioral Sciences.
Henry, N. W., Cohen, J., & Cohen, P. (1977) · Contemporary Sociology · doi:10.2307/2064799 · Cited by 7,089
Cited by
Knowledge management: An organizational capabilities perspective
Gold, A. H., Malhotra, A., & Segars, A. H. (2001) · Journal of Management Information Systems · doi:10.1080/07421222.2001.11045669 · Cited by 6,233
A Natural-Resource-Based View of the Firm
Hart, S. L. (1995) · The Academy of Management Review · doi:10.2307/258963 · Cited by 4,567
Self-citationSpanos, Y. E., & Lioukas, S. (2001) · Strategic Management Journal · doi:10.1002/smj.174 · Cited by 1,113
Strategic decision‐making: Process perspectives
Elbanna, S. (2006) · International Journal of Management Reviews · doi:10.1111/j.1468-2370.2006.00118.x · Cited by 419
Bierly, P. E., & Daly, P. S. (2007) · Entrepreneurship Theory and Practice · doi:10.1111/j.1540-6520.2007.00185.x · Cited by 411
Metadata
- Authors
- Hart, S., & Banbury, C.
- Venue
- Strategic Management Journal
- Publisher
- Wiley
- Published
- 1994-05
- Volume
- 15
- Issue
- 4
- Pages
- 251-269
- ISSN
- 0143-2095 (ISSN-L)
- 1097-0266
- OpenAlex
- W1985251551
- Cited by
- 639
- References
- 80
- FWCI
- 34.05
- Type
- journal article
- Language
- en
- Open access
- closed
About these checks
Registry, retraction, Cites and statistics results are computed, not judged, with one exception: a printed reference that no index lists is read once by a model before it counts as a citation error. Claims are extracted by a model and kept only when their quote appears verbatim in the text; each cited source is then checked, with a model’s help, for whether it says what the claim relies on. Those verdicts can be wrong — read the claim’s quote and the cited source before relying on one.
Statistics and arithmetic are recomputed, not judged.
Confidence bands are shown only for fields calibrated on our annotated test set. None is calibrated yet, so no band is shown.
What counts as a claim ›How we measure confidence ›How we check this ›
Are you an author, or do you see a problem with this page? Request a review
How to cite
Cite CoChat for the checks on this page, and the paper for its own findings.
- This page
- CoChat. (2026). Citation check: How strategy‐making processes can make a difference. https://app.cochat.ai/papers/10.1002/smj.4250150402
- The paper
- Hart, S., & Banbury, C. (1994). How strategy‐making processes can make a difference. Strategic Management Journal. https://doi.org/10.1002/smj.4250150402
Data sources
Bibliographic data: Semantic Scholar, OpenAlex, Crossref.
Contains information from the Semantic Scholar Academic Graph Datasets, made available under the ODC Attribution License (ODC-BY 1.0).
Semantic Scholar’s data is described in: Kinney, R., et al. (2023). The Semantic Scholar Open Data Platform. arXiv:2301.10140.
