“Ansoff (1965) gives only some indication of what he means by environment. This can be explained by Ansoff's classification of decisions into strategic. administrative and operating decisions. He (1965, p. 8) defines these types of decision as follows:
Strategic - to choose product-market mix
Administrative to structure the firm's resources for optimum performance
Operating - to optimize the realization of the profitability potential with the present strategy.”

Göran Asplund (1975), Strategy formulation: an intervention study of a complex group decision process. p. 22

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Igor Ansoff8

American mathematician 1918–2001

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“The publication of the book, Corporate Strategy, by H. Igor Ansoff was a major event in the 1965 world of management. As early as it came in this literature, the book represented a kind of crescendo in the development of strategic planning theory, offering a degree of elaboration seldom attempted since.”

Igor Ansoff (1918–2001) American mathematician

Henry Mintzberg (1994), The Rise and Fall of Strategic Planning, Prentice Hall, Hemel Hempstead. p. 43

“A firm is more than an administrative unit; it is also a collection of productive resources the disposal of which between uses and over time is determined by administrative decision.”

Edith Penrose (1914–1996) economist

Source: The Theory of the Growth of the Firm, 1959, p. 24

“The concern of OR with finding an optimum decision, policy, or design is one of its essential characteristics. It does not seek merely to define a better solution to a problem than the one in use; it seeks the best solution… [It] can be characterized as the application of scientific methods, techniques, and tools to problems involving the operations of systems so as to provide those in control of the operations with optimum solutions to the problems.”

C. West Churchman (1913–2004) American philosopher and systems scientist

Source: 1940s - 1950s, Introduction to Operations Research (1957), p. 8, cited in: R.L. McCown (2001) "Learning to bridge the gap between science-based decision support and the practice of farming". In: Aust. J. Agric. Res., Vol 52, p. 560-561

“A policy therefor might be likened to strategy, the broad, overall, long term conception which gives direction and purpose to the tactics of immediately daily operations and decisions.”

Lawrence K. Frank (1890–1968) American cyberneticist

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“We believe that, in order to understand contemporary economic decision making, we need to supplement the study of market factors with an examination of the internal operation of the firm – to study the effects of organizational structure and conventional practice on the developments of goals, the formation of expectations, and the execution of choices.”

Richard Cyert (1921–1998) American economist

Source: A behavioral theory of the firm, 1959, p. 1

“The permanent secretary is a fundamental tool in the country's public administration system, as he bears the mission to coordinate and manage, at technical and operational levels, the financial and administrative processes, human resources and assets of the ministry.”

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“I cannot stress too strongly the importance of external controls, both governmental and economic. I do not see how economic enterprises can be operated satisfactorily in a modern economy, capitalist, mixed, socialist or whatever, without some strategic external controls over the firm.”

Robert A. Dahl (1915–2014) American political scientist

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“I am especially worried about the impact that investor-state-arbitrations (ISDS) have already had and foreseeably will have on human rights, in particular the provision which allows investors to challenge domestic legislation and administrative decisions if these can potentially reduce their profits.”

Alfred de Zayas (1947) American United Nations official

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“One can in particular interpret the proposition as a statement conditions under which the simplicity of incentive structure and the economies of information handling characteristic of a competitive market organization can be secured without loss of efficiency of allocation… The price system carries to each producer, resource holder, or consumer a summary of information about the production possibilities, resource availabilities and preferences of all other decision makers. Under the conditions postulated, this summary is all that is needed to keep all decision makers reconciled with a Pareto optimal state once it has been established.”

Tjalling Koopmans (1910–1985) Dutch American economist

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“The finance conception of the modern corporation, which currently dominates, emphasizes control through the use of financial tools which measure performance according to profit rates. Product lines are evaluated on their short-run profitability and important management decisions are based on the potential profitability of each line. Firms are viewed as collections of assets earning differing rates of return, not as producers of given goods. The firm is not seen as being a member of only one industry. Consequently if the prospect of an industry in which it participates declines, the firm disinvests. The problem for management from this perspective is to maximize short-run rates of return by altering product mix, thereby increasing shareholder equity and keeping the stock price high”

Neil Fligstein (1951) American sociologist

Source: The transformation of corporate control, 1993, p. 15

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