Table Of ContentExcellence in Communicating
Organizational Strategy
SUNY Series in International Management
Andrezj Kozminski, Patricia Sanders,
and Sarah Sanderson King, editors
Excellence in Communicating
Organizational Strategy
Edited by
Donald P. Cushman
and
Sarah Sanderson King
STATE UNIVERSITY OF NEW YORK PRESS
Published by
State University of New York Press, Albany
© 2001 State University of New York
All rights reserved
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Library of Congress Cataloging-in-Publication Data
Excellence in communicating organizational strategy / edited by Donald P.
Cushman and Sarah Sanderson King.
p. cm.
Includes index.
ISBN 0-7914-5033-3 (alk. paper) — ISBN 0-7914-5034-1 (pbk. : alk. paper)
1. Business communication. 2. Industrial management. I. Cushman,
Donald P. II. King, Sarah Sanderson, 1932–
HF5718.E96 2001
658.4'5—dc21 00-046419
CIP
10 9 8 7 6 5 4 3 2 1
To our brothers, sister, and in-laws:
Albert and Olga Police
Anthony Police
Floyd Police
Sam and Patricia Police
Donna and Gene Hopper,
with whom we have shared many interesting discussions about
achieving excellence.
And to the memory of those who could not be with us today to
argue their points—
Fred, Jimmy, Frank, John, Rosella, Kay, Henry Joe, Esther, and June
Contents
1. Excellence in Communicating Organizational
Strategy: An Introduction
Donald P. Cushman and Sarah Sanderson King 1
2. Stimulating and Integrating the Development
of Organizational Communication through
High-Speed Management
Donald P. Cushman 11
3. Killer Strategies for Competitiveness:
The Case at Microsoft
Donald P. Cushman and Sarah Sanderson King 27
4. High-Speed Management Strategies for
Competitiveness: The E-land, a Korean Multinational
Yong-Chan Kim 57
5. Intersections between Crisis and Management:
A Case Study
B. Thomas Florence and Branislav Kovaˇcic´ 81
6. Excellence in Communication During a Crisis:
The Case of Indian Point 3 Nuclear Power Plant
Joseph T. Pillittere II 91
7. R&D and Marketing Strategy for Cross-Cultural
Cooperation: A Cross-Pacific Study between
China and the U.S.
Yanan Ju 109
8. Strategies for Survival in the Global Marketplace:
A Study of the Australian Pharmaceutical Industry
Robyn Johnston 121
9. Beyond Benchmarking Institutional
Advancement: Jump-Start to Fund-raising
Excellence
Rod Miller 139
vii
viii CONTENTS
10. Intuition and Metacommunication Strategies
in Times of Change
Ernest F. Martin Jr. 163
11. The Strategic Impact of Affect on Decision-Making
John Penhallurick 187
12. Training Strategies for Excellence: Selecting
the Appropriate Models for the Specific Task
Susanne R. Morris and Robert C. Morris 205
13. Strategies of Leadership Excellence for
Corporate Survival
Richard J. Dieker 221
14. A Summary and Conclusion to Excellence
in Communicating Organizational Strategy
Donald P. Cushman and Sarah Sanderson King 251
List of Contributors 255
Index 261
AN INTRODUCTION 1
1
Excellence in Communicating
Organizational Strategy: An Introduction
Donald P. Cushman and Sarah Sanderson King
Organizations have goals or desired ends they want to achieve. Simi-
larly, organizations have strategies or preferred means for achieving
those goals. In addition, organizations utilize implementing structures
or special organizational processes aimed at guaranteeing that their
preferred strategies are in fact undertaken in the appropriate ways
in order to achieve their desired ends. This book seeks to shed new
light on the communication strategies involved in those processes
by providing fourteen chapters that examine, analyze, and execute
the communication strategies involved in organizational performance.
For example, at the General Electric Corporation, Jack Welch in
the mid-1980s, articulated GE’s organizational goals as (1) to become
the most competitive and (2) to become the most highly valued firm
in the world. GE’s communication strategies or preferred means for
achieving these goals were (1) to become the most profitable and
(2) to become the most valued firm in the world. GE’s implementing
structures for guaranteeing that the preferred communication strat-
egies were in fact undertaken were (1) to hold and invest in only
high-growth businesses in which GE could become number 1 or 2 in
market shares in the world and (2) to put in place a continuous
improvement program called “workout” which could improve GE’s
performance by reducing costs and increasing margins, quality, and
speed to market in order to become the low-cost high-quality pro-
vider of products and services for GE’s customers (Cushman and
King 1997).
Organizations that function in this manner rely heavily on a
strategy of employing effective communication in order to integrate,
coordinate, and control the information flow to all of an organization’s
stakeholders, employees, suppliers, investors, and customers. For
1
