求解一题！非常感激

  Why firms adhere to or deviate from their strategic plans is poorly understood.  However, theory and limited research suggestthat the process through which such plans emerge may play a part.  In particular, top managementdecision-sharing—consensus-oriented, team-based decision-making—may increasethe (10) likelihood that firms willadhere to their plans, because those involved in the decision-making may bemore committed to the chosen course of action, thereby increasing thelikelihood that (15) organizationswill subsequently adhere to their plans.

       However, therelationship between top management decision-sharing and adherence to plans maybe affected by a firm’s strategic mission (its fundamental approach toincreasing sales revenue and market share, and generating cash flow andshort-term profits).  At one endof the strategic mission continuum, “build” strategies are pursued when a firmdesires to increase its market share and is willing to sacrifice short-termprofits to do so. At the other end, “harvest” strategies are used when a firmis willing to sacrifice marked share for short-term profitability and cash-flowmaximization.  Research and theorysuggest that top management decision-sharing may have a more positiverelationship with adherence to plans among firms with harvest strategies thanamong firms with build strategies.  In astudy of strategic practices in several large firms, managers in harveststrategy scenarios were more able to adhere to their business plans.  As one of the managers in the study explainedit, this is partly because “Typicallyall a manager has to do [when implementing a harvest strategy] is that whichwas done last year.” Additionally, managers under harvest strategies may have fewer strategicoptions than do those under build strategies; it may therefore be easier toreach agreement on a particular course of action through decision-sharing,which will in turn tend to promote adherence to plans.  Conversely, in a “build” strategy scenario,individual leadership, rather than decision-sharing, may promote adherence toplans. Build strategies—which typically require leaders with strong personalvisions for a firm’s future, rather than the negotiated compromise of theteam-based decision—may be most closely adhered to when implemented in thecontext of a clear strategic vision of an individual leader, rather thanthrough the practice of decision-sharing.

GWD3-Q24:

Thepassage cites all of the following as differences between firms using buildstrategies and firms using harvest strategies EXCEPT

A.   their willingness to sacrifice short-termprofits in order to build market share

B.   their willingness to sacrifice buildingmarket share in order to increase short-term profitability

C.   the number of strategic options available totheir managers

D.   the relative importance they assign tomaximizing cash-flow

E.    how likely they are to employdecision-sharing in developing strategic plans