Dr. Flores has authored more than 20 publications in the areas of strategic planning, organizational learning and strategic leadership. Some of the most relevant publications are:


“Achieving Strategic Success in Your Mergers and Acquisitions.” White Paper, Dec. 2010.

Abstract: This white paper discusses (a) why the majority of mergers and acquisitions (M&A) result in significant disappointments for management, investors, and shareholders and (b) how powerful methodologies can increase the probability of M&A business success. The paper introduces a proven methodology for producing strategies that help companies select the right M&A partners for the right reasons and effectively combine management systems and processes.

For a white paper, in printable PDF form, on strategic planning, mergers, and acquisitions click here.

“Effective Strategic Plan Implementation.” Forum Magazine, July 2003, Vol. 87, No 3.

Abstract: This article proposes that many of the problems that business organizations encounter in strategy formulation and implementation are due to the many interpretations of the strategic planning concept and to the use of non-exiting, incomplete, improvised, or poorly defined planning processes. The article suggests different steps and practices that establish a defined and productive planning process.

For a copy of the article, in printable PDF form, click here.

“How to Have an Effective Strategic Planning Meeting.” Training & Development, January 2000.

Abstract: Most companies recognize the need to have a good strategic plan in order to be able to successfully compete in the modern marketplace. However, not too many companies have effective strategic planning processes that enable them to produce and implement powerful strategies. Strategic planning meetings are an essential piece of a planning process. This article discusses the critical elements, most common mistakes, the complexity involved and the methodologies available to have an effective strategic planning meeting.

“Energizing Strategic Planning,” Banking Strategies, January/February 2000.

Abstract: This article explores the effect that effective strategic planning processes may have on the profitability of the financial services industry. The article identifies how successful financial institutions create and apply the different components and steps of the strategic planning processes in their organization. The study reveals that a number of banks are involved in strategic planning but fail to develop the processes that will enable them to create and implement powerful strategic plans.


“Organizational Learning: Subprocess Identification, Construct Validation, and an Empirical Test of Cultural Antecedents.” Journal of Management, Vol. 38, No 2, Oct. 2010.

Abstract: This study focuses on (1) identifying and measuring the distinct sub-processes that make up the organizational learning construct to obtain a more detailed understanding of the construct and (2) exploring the effect that organizational culture and, more particularly, four dimensions of culture — participative decision making, openness, learning orientation, and transformational leadership — have on each of the organizational learning sub-processes.

“Organizational Learning as a Moderator of the Effect of Strategic Planning on Performance.” International Journal of Management, Vol. 25, No 3, Sept. 2008.

Abstract: This study addresses the issue of how a company can increase the performance effect of Strategic Planning. The study uses the learning perspective to answer the question. The article examines whether organizational learning moderates the relationship between strategic planning and performance. The results suggest that strategic planning positively influences performance of manufacturing and service firms but only at low and moderate levels of organizational learning.

“Exploring Distance Education as an alternative to Locally Administered Business Strategy Simulations: The Case of Two Universities.” Review of Business Research, Vol. 8, No.3, Oct. 2008.

Abstract: This paper explores the learning outcomes and associated benefits of using a strategic management simulation via the Internet. Using data gathered at two universities, findings indicate that delivery of a management simulation via distance education yields varying levels of student learning and satisfaction. The paper discusses the implications for increasing the effectiveness of a simulation experience.