which lead to the formulation of strategic decision-making models. The practical
benefits of prescriptive strategy research have been demonstrated in numerous cases
(Ansoff et al., 1970; Armstrong, 1982; Welch, 1984). However, the assumed positive
association between strategic planning and company performance, with a directional
causality from strategic planning to performance, has been doubted (Greenley, 1994).
Next to this, especially when based on simplified models of rational decision-making,
the scientific benefits of this approach are questionable. Some authors go so far as to
regard the practical relevance of prescriptive strategy research as an obstacle to
scientific advancement. Thus Nicolai (2000) describes strategic management research
as a discipline “in which scholars also present themselves as consultants, in which
quotable sources are widely disseminated and the proof of practical relevance enhances
their scientific reputations” (pp. 79-80, our translation). As a result, popular
management concepts have to be rendered in a scientific format. The scientific
discussion is coupled in this manner to management fashions and draws a large
portion of its dynamics from them.