Abstract
• This exploratory, empirical study of tool usage by strategic management practitioners in the United Kingdom and New Zealand found striking similarities in tool usage patterns for a series of core strategic tasks. • The diversity of approaches used and some country-specific differences are outlined. • Further research is proposed. © 1997 John Wiley & Sons, Ltd.
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CITATION STYLE
APA
Clark, D. N. (1997). Strategic management tool usage: a comparative study. Strategic Change, 6(7), 417–427. https://doi.org/10.1002/(SICI)1099-1697(199711)6:7<417::AID-JSC281>3.0.CO;2-9
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