“The determination of strategy also requires consideration of what alternative is preferred by the chief executive and perhaps by his immediate associates as well, quite apart from economic considerations. Personal values, aspirations, and ideals do, and in our judgment quite properly should, influence the final choice of purposes. Thus, what the executives of a company want to do must be brought into the strategic decision.
Finally, strategic choice has an ethical aspect—a fact much more dramatically illustrated in some industries than in others. Just as alternatives may be ordered in terms of the degree of risk that they entail, so may they be examined against the standards of responsibility that the strategist elects. Some alternatives may seem to the executive considering them more attractive than others when the public good or service to society is considered. What a company should do thus appears as a fourth element of the fateful decision we have called strategic”

—  Kenneth R. Andrews

Source: Quote, The Concept of Strategy, 1971, p. 38, cited in: Gastón de los Reyes, Jr. "Introduction (as presented) to The Concept of Strategy 40 Years Later." August 15, 2011, at lgst.wharton.upenn.edu.

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Kenneth R. Andrews 12
Business scholar 1916–2005

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“The determination of strategy also requires consideration of what alternative is preferred by the chief executive and perhaps by his immediate associates as well, quite apart from economic considerations. Personal values, aspirations, and ideals do, and in our judgement quite properly should, influence the final choice of purposes. Thus, what the executives of the company want to do must be brought into the strategic decision.”

Kenneth R. Andrews (1916–2005) Business scholar

Source: Quote, The Concept of Strategy, 1971, p. 30

“We must acknowledge at this point that there is no way to divorce the decision determining the most sensible economic strategy for a company from the personal values of those who make the choice.”

Kenneth R. Andrews (1916–2005) Business scholar

Source: Quote, The Concept of Strategy, 1971, p. 53

“There is no way to divorce the decision determining the most sensible economic strategy from the personal values of those who make the choice.”

Kenneth R. Andrews (1916–2005) Business scholar

Source: Quote, The Concept of Strategy, 1971, p. 34

Harold Demsetz photo

“The view that now pervades much public policy economics implicitly presents the relevant choice as between an ideal norm and an existing "imperfect" institutional arrangement. This nirvana approach differs considerably from a comparative institution approach in which the relevant choice is between alternative real institutional arrangements.”

Harold Demsetz (1930–2019) American economist

Cited in: Eggertsson (1990; 22)
"Information and Efficiency: Another Viewpoint." (1969)

James Madison photo

“Mr. MADISON thought it would be proper, before a choice shd. be made between a unity and a plurality in the Executive, to fix the extent of the Executive authority; that as certain powers were in their nature Executive, and must be given to that departmt. whether administered by one or more persons, a definition of their extent would assist the judgment in determining how far they might be safely entrusted to a single officer.”

James Madison (1751–1836) 4th president of the United States (1809 to 1817)

Madison's notes (1 June 1787) http://avalon.law.yale.edu/18th_century/debates_601.asp
1780s, The Debates in the Federal Convention (1787)
Context: Mr. MADISON thought it would be proper, before a choice shd. be made between a unity and a plurality in the Executive, to fix the extent of the Executive authority; that as certain powers were in their nature Executive, and must be given to that departmt. whether administered by one or more persons, a definition of their extent would assist the judgment in determining how far they might be safely entrusted to a single officer. He accordingly moved that so much of the clause before the Committee as related to the powers of the Executive shd. be struck out & that after the words "that a national Executive ought to be instituted" there be inserted the words following viz. "with power to carry into effect the national laws, to appoint to offices in cases not otherwise provided for, and to execute such other powers "not Legislative nor Judiciary in their nature," as may from time to time be delegated by the national Legislature." The words "not legislative nor judiciary in their nature" were added to the proposed amendment in consequence of a suggestion by Genl. Pinkney that improper powers might otherwise be delegated.

“Just as the chief executive is aided by staff officials in the carrying out of his program, so also do subordinate line executives establish normal and continuous relationships with staff officials in the development of their work. If the line official cannot satisfy the staff assistant as to the necessity of his proposal, then the door of the executive's office must be open to him and he should be free to state his recommendation, explain any points of difference he has with the staff assistant, and leave the decision to his superior. As a general proposition also, if the decision is close, the chief executive should decide in favor of the line official, since presumably he knows his own needs better than any staff assistant because he is closer to them and is responsible for results. If the chief executive fails to back him up then he is bound to feel that his judgment is in question. This injures his initiative and self-confidence-as well as his confidence in his superior-and is to be avoided if possible. Ordinarily, however, if both line and staff men are competent, they will be able to reach an agreement and make a unified recommendation. Close decisions are rare when all the facts are known.”

Marshall E. Dimock (1903–1991) American writer

Source: "The Meshing of Line and Staff", 1945, pp. 102-104, as cited in Albert Lepawsky (1949), Administration, p. 306-7

Luther H. Gulick photo

“What is the work of the chief executive? What does he do?”

Luther H. Gulick (1892–1993) American academic

"Notes on the Theory of Organization," 1937

“Our central argument is that industrial relations practices and outcomes are shaped by the interactions of environmental forces along with the strategic choices and values of American managers, union leaders, workers and public policy decision makers.”

Thomas A. Kochan (1947) American academic

Source: The transformation of American industrial relations, 1986, p. 5

“Let me first explain, then, what I mean by moral and moral science. A moral or ethical proposition, is a statement about a rank order of preference among alternatives, which is intended to apply to more than one person. A preference which applies to one person only is a taste. Statements of this kind are often called "value judgments." If someone says, "I prefer A to B," this is a personal value judgment, or a taste. If he says, "A is better than B," there is an implication that he expects other people to prefer A to B also, as well as himself. A moral proposition then is a "common value".”

Kenneth E. Boulding (1910–1993) British-American economist

Source: 1960s, Economics As A Moral Science, 1969, p. 1

Herbert A. Simon photo

“Global rationality, the rationality of neoclassical theory, assumes that the decision maker has a comprehensive, consistent utility function, knows all the alternatives that are available for choice, can compute the expected value of utility associated with each alternative, and chooses the alternative that maximizes expected utility. Bounded rationality, a rationality that is consistent with our knowledge of actual human choice behavior, assumes that the decision maker must search for alternatives, has egregiously incomplete and inaccurate knowledge about the consequences of actions, and chooses actions that are expected to be satisfactory”

Herbert A. Simon (1916–2001) American political scientist, economist, sociologist, and psychologist

attain targets while satisfying constraints
Simon (1997, p. 17); As cited in: Gustavo Barros (2010, p. 460).
1980s and later

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