Overall,
our study supports the utility of extending the traditional strategic
issue diagnosis model to include responses involving other organizations.
The results suggest that strategic interorganizational responses
are a function of complex effects involving contextual variables,
interpretations and working relationships. Whereas the traditional
issue diagnosis model highlights decision maker interpretation
of issues, the model extended to interorganizational responses
adds decision maker perceptions of the quality of the working
relationships.
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Research
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