The DOI matches its Crossref record; 5 of the 5 references it cites were found in a registry or an index.
What to do next? The case for non‐predictive strategy
Abstract
Two prescriptions dominate the topic of what firms should do next in uncertain situations: planning approaches and adaptive approaches. These differ primarily on the appropriate role of prediction in the decision process. Prediction is a central issue in strategy making owing to the presumption that what can be predicted can be controlled. In this paper we argue for the independence of prediction and control. This implies that the pursuit of successful outcomes can occur through control‐oriented approaches that may essentially be non‐predictive. We further develop and highlight control‐oriented approaches with particular emphasis on the question of what organizations should do next. We also explore how these approaches may impact the costs and risks of firm strategies as well as the firm's continual efforts to innovate. Copyright © 2006 John Wiley & Sons, Ltd.
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
Institutions, Institutional Change and Economic Performance
North, D. C. (1990) · doi:10.1017/cbo9780511808678 · Cited by 32,691
Competitive Strategy: Techniques for Analyzing Industries and Competitors
(1980) · Journal of Sustainable Competitive Intelligence · doi:10.24883/iberoamericanic.v2i2.38 · Cited by 16,592
Understanding dynamic capabilities
Winter, S. G. (2003) · Strategic Management Journal · doi:10.1002/smj.318 · Cited by 5,315
Strategy‐making and environment: The third link
Miller, D., & Friesen, P. H. (1983) · Strategic Management Journal · doi:10.1002/smj.4250040304 · Cited by 1,986
The Escalation of Commitment To a Course of Action
Staw, B. M. (1981) · The Academy of Management Review · doi:10.5465/amr.1981.4285694 · Cited by 1,693
Cited by
Dew, N., Read, S., Sarasvathy, S. D., & Wiltbank, R. (2009) · Journal of Business Venturing · doi:10.1016/j.jbusvent.2008.02.002 · Cited by 829
Self-citationActor engagement as a microfoundation for value co-creation
Storbacka, K., Brodie, R. J., Böhmann, T., Maglio, P. P., & Nenonen, S. (2016) · Journal of Business Research · doi:10.1016/j.jbusres.2016.02.034 · Cited by 770
Prediction- and Control-Based Strategies in Entrepreneurship: The Role of Information
Kuechle, G., Boulu-Reshef, B., & Carr, S. (2016) · HAL (Le Centre pour la Communication Scientifique Directe) · doi:10.1002/sej · Cited by 513
A meta-analytic review of effectuation and venture performance
Read, S., Song, M., & Smit, W. (2009) · Journal of Business Venturing · doi:10.1016/j.jbusvent.2008.02.005 · Cited by 472
Self-citationReymen, I. M. M. J., Andries, P., Berends, H., Mauer, R., Stephan, U., & van Burg, E. (2015) · Strategic Entrepreneurship Journal · doi:10.1002/sej.1201 · Cited by 419
Metadata
- Authors
- Wiltbank, R., Dew, N., Read, S., & Sarasvathy, S. D.
- Venue
- Strategic Management Journal
- Publisher
- Wiley
- Published
- 2006-07-31
- Volume
- 27
- Issue
- 10
- Pages
- 981-998
- ISSN
- 0143-2095 (ISSN-L)
- 1097-0266
- OpenAlex
- W2163716318
- Cited by
- 725
- References
- 5
- FWCI
- 42.40
- 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: What to do next? The case for non‐predictive strategy. https://app.cochat.ai/papers/10.1002/smj.555
- The paper
- Wiltbank, R., Dew, N., Read, S., & Sarasvathy, S. D. (2006). What to do next? The case for non‐predictive strategy. Strategic Management Journal. https://doi.org/10.1002/smj.555
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.
