Carl R. Anderson

Stage of the Product Life Cycle, Business Strategy, and Business Performance

This study empirically examines differences in strategic variables between stages of the product life cycle (PLC), as well as differences among the determinants of high performance across stages of the PLC. The results support the use of the PLC as a contingency variable during strategy formulation. Implications for increasing market share and ROI are discussed.

Mode of Corporate Diversification and Economic Performance

In this article the authors discuss research they conducted on the diversification strategies used by multibusiness corporations. Two of the strategies that they identify include internal diversifi...

Complex decision making: A longitudinal study of process and performance

Abstract Two studies using a computer-simulated, strategy-formulation game and business students were conducted using simultaneous verbal protocols. It was found that a number of information-processing and information-evaluation thought processes were significantly related to game performance. Consistent with what is known about individual decision making, the present results suggest that, for the task used in this study, individuals who engage in causal analysis perform better than those who do not. But those who focus on negative emotions, blindly repeat previously successful decisions, and engage in illogical through processes perform more poorly than those who do not. Causal replication using real managers within organizational settings, however, is needed before firm conclusions can be drawn from this research.

Motivation to manage among college business students: A reassessment

Abstract The present study reassesses trends in motivation to manage among college business students ( N = 216). Motivation to manage scores are compared with J. B. Miners ( Personnel Psychology , 1974 , 27 , 605–613) results for three periods since the early 1960s, across two types of universities—public and private, and between males and females. Results indicate that the downward trend in motivation to manage scores appears to be reversing; business students at the private university scored higher on motivation to manage than those at the public university, and males scored higher than females. Implications for vocational research are discussed.

Internal and external validity issues with motivation to manage research: A reply to Miner, Smith, and Ebrahimi

Abstract J. B. Miner, N. R. Smith, and B. Ebrahimi (1985 , Journal of Vocational Behavior, 26, 290–298) question findings ( K. Bartol, C. R. Anderson, and C. E. Schneier, 1980 , Journal of Vocational Behavior, 17, 22–32) counter to arguments by Miner and his colleagues (e.g., J. B. Miner and N. R. Smith, 1982 , Journal of Applied Psychology, 67, 297–305) that motivation to manage scores among college business students have declined and stabilized over the past 25 years. The Bartol et al., 1980 , Bartol et al., 1981 , Journal of Applied Psychology, 66, 40–44) data also show contrary findings of significant sex differences in motivation to manage. The controversy highlights significant internal and external validity questions regarding motivation to manage research. The internal validity questions include the fact that scorers not trained by Miner are highly likely to assign higher motivation to manage scores on Miner Sentence Completion Scale (MSCS) protocols than do Miner and his colleagues, possible difficulties with the scoring manual, and possible sex bias in the MSCS itself. Major external validity issues center on the fact that the thesis regarding declines in motivation to manage among business students and attendant projections of shortages in managerial talent essentially rest on comparisons with and generalizations from a single baseline sample from the University of Oregon in 1960–1961.

Long-Range Forecasting: From Crystal Ball to Computer

This article presents a review of the book “Long-Range Forecasting: From Crystal Ball to Computer,” by J. Scott Armstrong.