Why firms adhere to or deviate from their strategic plans is poorly understood. However, theory and limited research suggest that the process through which such plans emerge may play a part. In particular, top management decision-sharing consensus-oriented, team-based Decision -making-may increase the likelihood that firms will adhere to their plans, because those involved in the decision-making may be more committed to the chosen course of action, thereby increasing the likelihood that organizations will subsequently adhere to their plans.

    However, the relationship between top management decision-sharing and adherence to plans may be affected by a firm's strategic mission (its fundamental approach to increasing sales revenue and market share, and generating cash flow and short-term profits). At one end of the strategic mission continuum, "build" strategies are pursued when a firm desires to increase its market share and is willing to sacrifice short-term profits to do so. At the other end, "harvest" strategies are used when a firm is willing to sacrifice market share for short-term profitability and cash-flow maximization. Research and theory suggest that top management decision-sharing may have a more positive relationship with adherence to plans among firms with harvest strategies than among firms with build strategies. In a study of strategic practices in several largefirms, managers in harvest strategy scenarios were more able to adhere to their business plans. As one of the managers in the study explained it, this is partly because "[t] ypically all a manager has to do [when implementing a harvest strategy] is that which was done last year." Additionally, managers under harvest strategies may have fewer strategic options than do those under build strategies; it may therefore be easier to reach 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 leader-ship, rather than decision-sharing, may promote adherence to plans. Build strategies-which typically require leaders with strong personal visions for a firm's future, rather than the negotiated compromise of the team-based decision-maybe most closely adhered to when implemented in the context of a clear strategic vision of an individual leader, rather than through the practice of decision-sharing.

(This passage was excerpted from materialpublished in 1993.)

    Like many other industries, the travel industry is under increasing pressure to expand globally in order to keep pace with its corporate customers, who have globalized their operations in response to market pressure, competitor actions, and changing supplier relations. But it is difficult for service organizations to globalize. Global expansion through acquisition is usually expensive, and expansion through internal growth is time-consuming and sometimes impossible in markets that are not actively growing. Some service industry companies, in fact, regard these traditional routes to global expansion as inappropriate for service industries because of their special need to preserve local responsiveness through local presence and expertise. One travel agency has eschewed the traditional route altogether. A survivor of the changes that swept the travel industry as a result of the deregulation of the airlines in 1978—changes that included dramatic growth in the corporate demand for travel services, as well as extensive restructuring and consolidation within the travel industry— this agency adopted a unique structure for globalization. Rather than expand by attempting to develop its own offices abroad, which would require the development of local travel management expertise sufficient to capture foreign markets, the company solved its globalization dilemma effectively by forging alliances with the best foreign partners it could find. The resulting cooperative alliance of independent agencies now comprises 32 partners spanning 37 countries.

    Diamonds are almost impossible to detect directly because they are so rare: very rich kimberlite pipes, the routes through which diamonds rise, may contain only three carats of diamonds per ton of kimberlite. Kimberlite begins as magma in Earth's mantle (the layer between the crust and the core). As the magma smashes through layers of rock, it rips out debris, creating a mix of liquid and solid material. Some of the solid material it brings up may come from a so-called diamond-stability field, where conditions of pressure and temperature are conducive to the formation of diamonds. If diamonds are to survive, though, they must shoot toward Earth's surface quickly. Otherwise, they revert to graphite or burn. Explorers seeking diamonds look for specks of "indicator minerals" peculiar to the mantle but carried up in greater quantities than diamonds and eroded out of kimberlite pipes into the surrounding land. The standard ones are garnets, chromites, and ilmenites. One can spend years searching for indicators and tracing them back to the pipes that are their source; however, 90 percent of kimberlite pipes found this way are barren of diamonds, and the rest are usually too sparse to mine.

    In the 1970's the process of locating profitable pipes was refined by focusing on the subtle differences between the chemical signatures of indicator minerals found in diamond-rich pipes as opposed to those found in barren pipes. For example, G10 garnets, a type of garnet typically found in diamond-rich pipes, are lower in calcium and higher in chrome than garnets from barren pipes. Geo-chemists John Gurney showed that garnets with this composition were formed only in the diamond-stability field; more commonly found versions came from elsewhere in the mantle. Gurney also found that though ilmenites did not form in the diamond-stability field, there was a link useful for prospectors: when the iron in ilmenite was highly oxidized, its source pipe rarely contained any diamonds. He reasoned that iron took on more or less oxygen in response to conditions in the kimberlitic magma itself—mainly in response to heat and the available oxygen. When iron became highly oxidized, so did diamonds; that is, they vaporized into carbon dioxide.