Strategy Formulation and Implementation
In: The Marketing of the President: Political Marketing as Campaign Strategy, S. 103-132
2308 Ergebnisse
Sortierung:
In: The Marketing of the President: Political Marketing as Campaign Strategy, S. 103-132
In: The West series in business policy and planning
In: Public performance & management review, Band 36, Heft 4, S. 585-615
ISSN: 1530-9576
In: European journal of operational research 118,2
In: Feature issue
In: Futures, Band 26, Heft 4, S. 403-415
In: The West series in strategic management
In: The Dryden Press series in management
In: Public management review, Band 11, Heft 1, S. 1-22
ISSN: 1471-9037
In: The journal of business, Band 46, Heft 3, S. 349
ISSN: 1537-5374
In: Public performance & management review, S. 1-35
ISSN: 1557-9271
The United States national strategy formulation is a deliberate and thoughtful process, which has some challenges. It is very important to examine thefoundation and nature of the United States policy and strategy processes. The strategic policymakers must evaluate the concept of national securityin the context of modern international relations. This study brings some examples from the beginning of the Cold War to the present, and examinesthe U.S. policymakers' decisions to use hard power – as an instrument of national power, which is the last option in the foreign policy. Whole-ofgovernmentis a concept related to grand strategy, which includes all instruments of national power. This study introduces the concept and potentialopportunities of whole-of-government collaboration. Finally, it introduces my recommendations for key decision makers and strategists at the nationallevel, and guidelines of strategy formulation for policymakers, who are involved in designing, developing, and executing national security policy andstrategy.Keywords: Grand strategy, hard power, national security policy, national security strategy, smart power, whole-of-government
BASE
In: Journal of managerial psychology, Band 18, Heft 7, S. 691-707
ISSN: 1758-7778
The hypothesis that managers believe risk to be a major component of strategy formulation, with a corresponding effect on the strategic decision‐making process, was subjected to empirical examination. A total of 93 top executives of Israel's largest industrial companies, representing various business sectors, responded to the research questionnaire. Although the data supported the major research hypothesis, they also showed that managers are not inclined to use risk‐assessment models. In‐depth interviews with 21 participants supported the findings and suggested possible explanations. Recommendations regarding the formation of risk strategy and the incorporation of risk assessment models to strategic decisions are suggested.