| 来源类型 | Working Paper |
| 规范类型 | 报告 |
| DOI | 10.3386/w27952 |
| 来源ID | Working Paper 27952 |
| How Do CEOs Make Strategy? | |
| Mu-Jeung Yang; Michael Christensen; Nicholas Bloom; Raffaella Sadun; Jan Rivkin | |
| 发表日期 | 2020-10-19 |
| 出版年 | 2020 |
| 语种 | 英语 |
| 摘要 | We explore the critical question of how executives make strategic decisions. Utilizing a new survey of 262 CEO alumni of Harvard Business School, we gather evidence on four aspects of each executive’s business strategy: its overall structure, its formalization, its development, and its implementation. We report three key results. First, different CEOs use markedly different processes to make strategic decisions; some follow highly formalized, rigorous, and deliberate processes, while others rely heavily on instinct and intuition. Second, more structured strategy processes are associated with larger firm size and faster employment growth. Third, using a regression discontinuity centered around a change in the curriculum of Harvard Business School’s required strategy course, we trace differences in strategic decision making back to differences in managerial education. |
| 主题 | Industrial Organization ; Firm Behavior ; Other ; Accounting, Marketing, and Personnel |
| URL | https://www.nber.org/papers/w27952 |
| 来源智库 | National Bureau of Economic Research (United States) |
| 引用统计 | |
| 资源类型 | 智库出版物 |
| 条目标识符 | http://119.78.100.153/handle/2XGU8XDN/585626 |
| 推荐引用方式 GB/T 7714 | Mu-Jeung Yang,Michael Christensen,Nicholas Bloom,et al. How Do CEOs Make Strategy?. 2020. |
| 条目包含的文件 | ||||||
| 文件名称/大小 | 资源类型 | 版本类型 | 开放类型 | 使用许可 | ||
| w27952.pdf（2446KB） | 智库出版物 | 限制开放 | CC BY-NC-SA | 浏览 | ||
除非特别说明，本系统中所有内容都受版权保护，并保留所有权利。
