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Strategic development and information use

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  • Häckner, Einar

Abstract

In-depth longitudinal studies in medium-sized companies engaged in creating/reformulating their business concepts are reported in this article. Two kinds of information and two types of strategic action are identified. Soft information (images, visions, ideas, etc.) proved most useful in offensive action (expansion) and hard (mainly accounting) information in defensive action (e.g. reduction of capacity/withdrawal from markets). Offensive and defensive strategic action differed in their use of analytical (intellectual) and social processes. Defensive action could be carried out in line with a "classic rational decision model". Offensive measures associated with greater uncertainty were adopted as a result of a time-consuming, strive-for-consensus and test-in-small-steps type of process. In the case of defensive action, uncertainty could be reduced primarily by processing and analysing hard information. In offensive action, uncertainty was mainly reduced by social processes which created consensus, commitment and enthusiasm.

Suggested Citation

  • Häckner, Einar, 1988. "Strategic development and information use," Scandinavian Journal of Management, Elsevier, vol. 4(1-2), pages 45-61.
    • Handle: RePEc:eee:scaman:v:4:y:1988:i:1-2:p:45-61
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