Conceptos de Administracion Estrategica

32 PARTE 1 • VISIÓN GENERAL DE LA ADMINISTRACIÓN ESTRATÉGICA
NOTAS
1. Kevin Maney, “The Net Effect: Evolution or Revolution?”,
USA Today,9 de agosto de 1999, p. B1.
2. Peter Drucker, Management: Tasks, Responsibilities,
and Practices,Nueva York: Harper & Row, 1974,
p. 611.
3. Alfred Sloan, Jr., Adventures of the White Collar Man,
Nueva York, Doubleday, 1941, p. 104.
4. Cita tomada de Eugene Raudsepp, “Can You Trust
Your Hunches?”, Management Review 49, núm. 4,
abril de 1960, p. 7.
5. Stephen Harper, “Intuition: What Separates Executives
from Managers”, Business Horizons 31, núm. 5,
septiembre-octubre de 1988, p. 16.
6. Ron Nelson, “How to Be a Manager”, Success,
julio-agosto de 1985, p. 69.
7. Bruce Henderson, Henderson on Corporate Strategy,
Boston, Abt Books, 1979, p. 6.
8. Robert Waterman, Jr., The Renewal Factor: How the
Best Get and Keep the Competitive Edge,Nueva York,
Bantam, 1987. Véase también Business Week, 14 de
septiembre de 1987, p. 100; también Academy of Management
Executive 3, núm. 2, mayo de 1989, p. 115.
9. Ethan Smith, “How Old Media Can Survive in a
New World”, Wall Street Journal, 23 de mayo de
2005, p. R4.
10. Lynn Lunsford y Daniel Michaels, “After Four Years
in the Rear, Boeing Is Set to Jet Past Airbus”, Wall
Street Journal, 10 de junio de 2005, p. A1.
11. Daniel Delmar, “The Rise of the CSO”, Organization
Design, marzo-abril de 2003, pp. 8-10.
12. John Pearce II y Fred David, “The Bottom Line on
Corporate Mission Statements”, Academy of Management
Executive 1, núm. 2, mayo de 1987, p. 109.
13. Fred R. David, “How Companies Define Their Mission”,
Long Range Planning 22, núm. 1, febrero de
1989, p. 91.
14. Jack Pearce y Richard Robinson, Strategic Management,
7a. ed., Nueva York, McGraw-Hill, 2000, p. 8.
15. Ann Langley, “The Roles of Formal Strategic Planning”,
Long Range Planning 21, núm. 3, junio de
1988, p. 40.
16. Bernard Reimann, “Getting Value from Strategic
Planning”, Planning Review 16, núm. 3, mayo-junio
de 1988, p. 42.
17. G. L. Schwenk y K. Schrader, “Effects of Formal Strategic
Planning in Financial Performance in Small
Firms: A Meta-Analysis”, Entrepreneurship and Practice
3, núm. 17, 1993, pp. 53-64. También, C. C. Miller
y L. B. Cardinal, “Strategic Planning and Firm
Performance: A Synthesis of More than Two Decades
of Research”, Academy of Management Journal 6,
núm. 27, 1994, pp. 1649-1665; Michael Peel y John
Bridge, “How Planning and Capital Budgeting
Improve SME Performance”, Long Range Planning
31, núm. 6, octubre de 1998, pp. 848-856; Julia
Smith, “Strategies for Start-Ups”, Long Range
Planning 31, núm. 6, octubre de 1998, pp. 857-872.
18. Gordon Greenley, “Does Strategic Planning Improve
Company Performance?”, Long Range Planning 19,
núm. 2, abril de 1986, p. 106.
19. Adaptado de: www.mindtools.com/plreschn.html.
20. Adaptado de los sitios Web: www.des.calstate.edu/
limitations.html y www.entarga.com/stratplan/
purposes.html.
21. Dale McConkey, “Planning in a Changing Environment”,
Business Horizons, septiembre-otubre de
1988, p. 66.
22. R. T. Lenz, “Managing the Evolution of the Strategic
Planning Process”, Business Horizons 30, núm. 1,
enero-febrero de 1987, p. 39
23. Joann Greco, “Privacy-Whose Right Is It Anyhow?”,
Journal of Business Strategy,enero-febrero de 2001,
p. 32.
24. Saul Gellerman, “Why ‘Good’ Managers Make Bad
Ethical Choices”, Harvard Business Review 64, núm.
4, julio-agosto de 1986, p. 88.
25. Drucker, pp. 462, 463.
26. Gene Laczniak, Marvin Berkowitz, Russell Brooker y
James Hale, “The Ethics of Business: Improving or
Deteriorating?”, Business Horizons 38, núm. 1,
enero-febrero de 1995, p. 43.
27. Frederick Gluck, “Taking the Mystique Out of Planning”,
julio-agosto de 1985, p. 59.
LECTURAS SOBRE TEMAS ACTUALES
Adner, Ron y Daniel A. Levinthal, “What Is Not a Real Option:
Considering Boundaries for the Application of
Real Options to Business Strategy”, The Academy of
Management Review 29, núm. 1, enero de 2004, p. 74.