Explanation:
The long-running debate between the ‘rational design’ and ‘emergent process’ schools of strategy formation has involved caricatures of firms' strategic planning processes, but little empirical evidence of whether and how companies plan. Despite the presumption that environmental turbulence renders conventional strategic planning all but impossible, the evidence from the corporate sector suggests that reports of the demise of strategic planning are greatly exaggerated. The goal of this paper is to fill this empirical gap by describing the characteristics of the strategic planning systems of multinational, multibusiness companies faced with volatile, unpredictable business environments. In-depth case studies of the planning systems of eight of the world's largest oil companies identified fundamental changes in the nature and role of strategic planning since the end of the 1970s. The findings point to a possible reconciliation of ‘design’ and ‘process’ approaches to strategy formulation. The study pointed to a process of planned emergence in which strategic planning systems provided a mechanism for coordinating decentralized strategy formulation within a structure of demanding performance targets and clear corporate guidelines. The study shows that these planning systems fostered adaptation and responsiveness, but showed limited innovation and analytical sophistication
Answer:
The most accurate answer is *They fear that if they give a positive reference for someone who doesn't work out in a new job, they may be sued by that person's new employer.
Explanation:
Giving a reference of an employees character, professional and ethical behavior, productivity and integrity is a great responsibility and not just a mere simple act.
this is mainly because the references are a main way to assess the suitability of hiring an employee and if we give an incorrect reference, the other firm might rely on it and hire an ineffective employee.
The answer is if the bank cannot make profit on the loan
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