Abstract
This empirical study has derived data from 295 U.S. chief executive officers for analyzing what they perceived to be the different strategic influence-mixes (or priority-mixes) of organizational functions for the different organizational environments. The different strategic configurations of functions for different environments have been reconstructed for analyses. Perceived managerial uncertainty, clarity in analyses of strategic issues have appeared to affect the visibility and discernability of the strategic configurations and influence-mixes of functions for the different environments.
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