Conceptos de Administracion Estrategica

76 PARTE 2 • FORMULACIÓN DE LA ESTRATEGIA
Dowling, Grahame R. “Corporate Reputations: Should
You Compete on Yours?”, California Management
Review 46, núm. 3, primavera de 2004, p. 19.
Gratton, Lynda. “Implementing a Strategic Vision—Key
Factors for Success”, Long Range Planning 29, núm.
3, junio de 1996, pp. 290-303.
Greenfield, W. M. “In the Name of Corporate Social
Responsibility”, Business Horizons 47, núm. 1, enerofebrero
de 2004, p. 19.
Hollender, Jeffery. “What Matters Most: Corporate
Values and Social Responsability”, California
Management Review 46, núm. 4, verano de 2004,
p. 111.
Larwood, Laurie, Cecilia M. Falbe, Mark P. Kriger y Paul
Miesing. “Structure and Meaning of Organizational
Vision”, Academy of Management Journal 38, núm. 3,
junio de 1995, pp. 740-769.
Lissak, Michael y Johan Roos. “Be Coherent, Not
Visionary”, Long Range Planning 34, núm. 1, febrero
de 2001, p. 53.
McTavish, Ron. “One More Time: What Business Are You
In?” Long Range Planning 28, núm. 2, abril de 1995,
pp. 49-60.
Oswald, S. L., K. W. Mossholder y S. G. Harris. “Vision
Salience and Strategic Involvement: Implications for
Psychological Attachment to Organization and Job”,
Strategic Management Journal 15, núm. 6, julio de
1994, pp. 477-490.
Pearce II, J. A., J. P. Doh. “The High Impact of
Collaborative Social Initiatives”, MIT Sloan
Management Review 46, núm. 3, primavera de 2005,
p. 30.