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Mark P Sharfman - One of the best experts on this subject based on the ideXlab platform.

  • does Decision process matter a study of Strategic Decision Making effectiveness
    Academy of Management Journal, 1996
    Co-Authors: James W. Dean, Mark P Sharfman
    Abstract:

    This study examined whether Strategic Decision-Making processes are related to Decision effectiveness, using a longitudinal field study design. We studied 52 Decisions in 24 companies to determine ...

  • the relationship between procedural rationality and political behavior in Strategic Decision Making
    Decision Sciences, 1993
    Co-Authors: James W. Dean, Mark P Sharfman
    Abstract:

    Despite the central place of rationality and political behavior in the Decision-Making literature, we know little about the relationship between these two dimensions. Can Decisions be made using both rational and political methods, or must managers use one approach or the other? These questions were addressed in a study of 61 Strategic Decisions in 24 companies using a multiple-informant, structured interview protocol. Results indicate that procedural rationality and political behavior are independent dimensions of the Strategic Decision-Making process. The implications of our findings for future Strategic Decision-Making research are discussed.

  • PROCEDURAL RATIONALITY IN THE Strategic Decision-Making PROCESS*
    Journal of Management Studies, 1993
    Co-Authors: James W. Dean, Mark P Sharfman
    Abstract:

    Despite the central place of rationality in the organization theory, Strategic management, and Decision-Making literatures, we know relatively little about why some Strategic Decision-Making procedures are more rational than others. This question was addressed in a study of 57 Strategic Decisions in 24 companies, using a multiple-informant, structured interview protocol. Results indicate that environmental competitive threat, perceived external control of the organization, and the uncertainty of the Strategic issues being addressed are related to procedural rationality. Surprisingly, some of these relationships were in the opposite direction from our predictions. These results are interpreted within a framework that emphasizes the link between procedural rationality and managerial discretion.

Renee Mauborgne - One of the best experts on this subject based on the ideXlab platform.

  • procedural justice Strategic Decision Making and the knowledge economy
    Strategic Management Journal, 1998
    Co-Authors: Chan W Kim, Renee Mauborgne
    Abstract:

    Collective knowledge building is a key Strategic task for firms' success today. But creating and sharing knowledge are intangible activities that can neither be supervised nor forced out of people. They happen only when individuals cooperate voluntarily. A key challenge facing Strategic management is obtaining the voluntary cooperation of individuals as firms formulate and implement their Strategic Decisions. This essay draws on the rich body of procedural justice research to address this critical issue. We argue that when people feel their Strategic Decision-Making processes are fair, they display a high level of voluntary cooperation based on their attitudes of trust and commitment. Conversely, when people feel that the processes are unfair, they refuse to cooperate by hoarding ideas and dragging their feet in conceiving and executing Strategic Decisions. We further develop this argument into team performance wherein the attitudinal and behavioral effects of procedural justice are corroborated with theory and initial evidence of their bottom-line performance consequences. We then build a theory, which we call intellectual and emotional recognition theory, that can explain why procedural justice invokes the side of human behavior that goes beyond outcome-driven self-interests and that is so critical in the knowledge economy. © 1998 John Wiley & Sons, Ltd.

  • a procedural justice model of Strategic Decision Making strategy content implications in the multinational
    Organization Science, 1995
    Co-Authors: Renee Mauborgne
    Abstract:

    How can a multinational formulate an effective global strategy? This paper attempts to address this question by assessing the effect of a procedural justice model of Strategic Decision Making (Kim and Mauborgne [Kim, W. C., R. A. Mauborgne. 1991. Implementing global strategies: The role of procedural justice. Strategic Management J. 12 125--143.], [Kim, W. C., R. A. Mauborgne. 1993a. Procedural justice theory and the multinational corporation. S. Ghoshal, D. E. Westney, eds. Organization Theory and the Multinational Corporation . Macmillan, London, UK.]) on the multinational’s ability to formulate effective global strategies. There are five designing principles that define a procedural justice model of Strategic Decision Making. These are: bilateral communication between the head office and subsidiary units; the subsidiary units’ ability to challenge and refute the Strategic views of the head office; head office familiarity with the local situation of subsidiary units; a full account for the head office’s final Strategic Decisions; and application of consistent Decision Making procedures across subsidiary units. To examine the above effect, here we introduce information processing as an intervening concept to assess the match between the information processing requirements of multinationals’ global Strategic objectives and the information processing capabilities provided by the proposed procedural justice model of Strategic Decision Making. Here multinationals’ global Strategic objectives are defined as global learning, the balancing of global efficiency and local responsiveness, global Strategic renewal, and rapid global Strategic Decision Making. The underlying assumption in this analysis is that if the dimensions of procedural justice facilitate the kinds of Strategic information necessary to achieve the multinational’s global Strategic objectives, the exercise of procedural justice can be judged to have a salutary effect on the content of global strategies. The results of this study, which are based on the experiences of 63 global Strategic Decision units, provide support for the effectiveness of this model of Strategic Decision Making.

James W. Dean - One of the best experts on this subject based on the ideXlab platform.

  • does Decision process matter a study of Strategic Decision Making effectiveness
    Academy of Management Journal, 1996
    Co-Authors: James W. Dean, Mark P Sharfman
    Abstract:

    This study examined whether Strategic Decision-Making processes are related to Decision effectiveness, using a longitudinal field study design. We studied 52 Decisions in 24 companies to determine ...

  • the relationship between procedural rationality and political behavior in Strategic Decision Making
    Decision Sciences, 1993
    Co-Authors: James W. Dean, Mark P Sharfman
    Abstract:

    Despite the central place of rationality and political behavior in the Decision-Making literature, we know little about the relationship between these two dimensions. Can Decisions be made using both rational and political methods, or must managers use one approach or the other? These questions were addressed in a study of 61 Strategic Decisions in 24 companies using a multiple-informant, structured interview protocol. Results indicate that procedural rationality and political behavior are independent dimensions of the Strategic Decision-Making process. The implications of our findings for future Strategic Decision-Making research are discussed.

  • PROCEDURAL RATIONALITY IN THE Strategic Decision-Making PROCESS*
    Journal of Management Studies, 1993
    Co-Authors: James W. Dean, Mark P Sharfman
    Abstract:

    Despite the central place of rationality in the organization theory, Strategic management, and Decision-Making literatures, we know relatively little about why some Strategic Decision-Making procedures are more rational than others. This question was addressed in a study of 57 Strategic Decisions in 24 companies, using a multiple-informant, structured interview protocol. Results indicate that environmental competitive threat, perceived external control of the organization, and the uncertainty of the Strategic issues being addressed are related to procedural rationality. Surprisingly, some of these relationships were in the opposite direction from our predictions. These results are interpreted within a framework that emphasizes the link between procedural rationality and managerial discretion.

Said Elbanna - One of the best experts on this subject based on the ideXlab platform.

  • understanding how the contextual variables influence political behaviour in Strategic Decision Making
    Journal of Strategy and Management, 2014
    Co-Authors: Said Elbanna, Ioannis C Thanos, Vassilis M Papadakis
    Abstract:

    Purpose – The purpose of this paper is to enhance the knowledge of the antecedents of political behaviour. Whereas political behaviour in Strategic Decision-Making (SDM) has received sustained interest in the literature, empirical examination of its antecedents has been meagre. Design/methodology/approach – The authors conducted a constructive replication to examine the impact of three layers of context, namely, Decision, firm and environment, on political behaviour. In Study 1, Greece, we gathered data on 143 Strategic Decisions, while in Study 2, Egypt, we collected data on 169 Strategic Decisions. Findings – The evidence suggests that both Decision-specific and firm factors act as antecedents to political behaviour, while environmental factors do not. Practical implications – The findings support enhanced practitioner education regarding political behaviour and provide practitioners with a place from which to start by identifying the factors which might influence the occurrence of political behaviour i...

  • the constructive aspect of political behavior in Strategic Decision Making
    Academy of Management Proceedings, 2013
    Co-Authors: Said Elbanna
    Abstract:

    Political behavior has long been recognized as commonplace in organizations, an inescapable component of Strategic Decision-Making. It has been intensively subjected to both theoretical and empiric...

  • the influence of Decision environmental and firm characteristics on the rationality of Strategic Decision Making
    Journal of Management Studies, 2007
    Co-Authors: Said Elbanna, John Child
    Abstract:

    abstract  This paper develops an integrated model of Strategic Decision-Making rationality. The model is informed by three perspectives that respectively identify Decision, environmental and firm characteristics as influences on the rationality of Decision processes. The results of a study in Egypt indicate that the rationality of Strategic Decision-Making processes is shaped by variables identified by all three perspectives, and that such Decision processes cannot adequately be modelled in terms of a single perspective only. However, the study also suggests that the three perspectives do not contribute in equal measure to explaining Strategic Decision Making, and that the national setting is relevant for the extent to which Strategic Decision-makers take account of environmental characteristics. The location of the investigation in Egypt highlights some deviations from previous research that could be attributed to nation-specific factors, both cultural and institutional.

  • Influences on Strategic Decision effectiveness: Development and test of an integrative model
    Strategic Management Journal, 2007
    Co-Authors: Said Elbanna, John Child
    Abstract:

    This paper draws upon three broad perspectives on the Strategic Decision-Making process in order to develop a more completely specified model of Strategic Decision effectiveness in a different context, namely Egypt. The key variables in this model consist of three Strategic Decision-Making process dimensions (rationality, intuition, and political behavior); seven moderating variables concerning Decision-specific, environmental, and organizational factors; and Strategic Decision effectiveness as an outcome variable. A two-stage study was conducted in which the first stage provided exploratory insights and the second stage investigated hypotheses on the impact of Strategic Decision-Making process dimensions on Strategic Decision effectiveness and the moderating role of broader contextual variables. The second-stage study produced three major findings: (1) both rational and political processes appear to have more influence on Strategic Decision effectiveness than does intuition; (2) Strategic Decision effectiveness is both process- and context-specific; and (3) certain results support the ‘culture-free’ argument, while others support the ‘culture-specific’ argument. Copyright © 2007 John Wiley & Sons, Ltd.

  • Strategic Decision-Making: Process Perspectives
    International Journal of Management Reviews, 2006
    Co-Authors: Said Elbanna
    Abstract:

    This paper reviews the Strategic Decision-Making process literature with respect to the synoptic formalism/political incrementalism debate. Procedural rationality is chosen as a representative of the synoptic formalism perspective; and both intuitive synthesis and political behaviour are employed as representatives of the political-incrementalism perspective. In this paper, the author discusses the theoretical underpinnings of these three process dimensions, as well as the key research efforts gathered together under each perspective. In conducting this review, a number of areas have been identified which could profitably be examined further, and a number of implications for managers will be highlighted and discussed.

Craig W Kirkwood - One of the best experts on this subject based on the ideXlab platform.