dc.contributor.author | Murthy, K. R. S. | |
dc.date.accessioned | 2010-09-23T11:32:50Z | |
dc.date.available | 2010-09-23T11:32:50Z | |
dc.date.copyright | 1987 | |
dc.date.issued | 1987-09-23T11:32:50Z | |
dc.identifier.uri | http://hdl.handle.net/11718/8985 | |
dc.description | Vikalpa, Vol. 12, No. 2, (April-June, 1987), pp. 9-19 | en |
dc.description.abstract | A large gap has arisen between the stated
objectives of the public enterprises in India
and their achievements, largely owing to
inherent conflicts in their strategic decision
making process.
In this article, K R S Murthy stresses
that any public enterprise's strategic competence
depends on the interplay among
three actors (managers, bureaucrats, and
politicians) with diverse motivations,
careers, and systems. Team work with
common values and commitment among
the three actors alone can improve the low
level of strategic competence. Since the
prerequisites for strategic formulations are
riot met in public enterprises, it is a debatable
point whether they should have a
corporate strategy at all. | |
dc.language.iso | en | en |
dc.subject | Public Enterprises | en |
dc.subject | Corporate Strategy | en |
dc.title | Do public enterprises need a corporate strategy | en |
dc.type | Article | en |