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Cited by 962

The DOI matches its Crossref record; 98 of the 98 references it cites were found in a registry or an index.

An Integrative Framework for Strategy-Making Processes

Hart, Stuart L.·1992·The Academy of Management Review

Abstract

Most prior literature on strategy making has focused on a limited set of themes (e.g., rationality) or actors (e.g., top managers). Resulting typologies have, therefore, tended to be incomplete or overlapping. None have captured the full range of content associated with the phenomenon. In response, this article offers an integrative framework consisting of five modes: command, symbolic, rational, transactive, and generative. The framework is based on the varying roles top managers and organizational members play in the strategy-making process. It goes beyond existing strategy process models by contrasting these roles and illustrating their interaction. Strategy making is viewed as an organizationwide phenomenon. Research propositions are also developed linking strategy-making processes to firm performance.

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Metadata

Authors
Hart, S. L.
Venue
The Academy of Management Review
Published
1992-04
Volume
17
Issue
2
Pages
327
ISSN
0363-7425 (ISSN-L)
OpenAlex
W2099149526
Cited by
962
References
98
FWCI
23.36
Type
journal article
Language
en
Open access
closed

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CoChat. (2026). Citation check: An Integrative Framework for Strategy-Making Processes. https://app.cochat.ai/papers/10.2307/258775
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Hart, S. L. (1992). An Integrative Framework for Strategy-Making Processes. The Academy of Management Review. https://doi.org/10.2307/258775

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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.