The Experts below are selected from a list of 315 Experts worldwide ranked by ideXlab platform
Said Elbanna - One of the best experts on this subject based on the ideXlab platform.
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the influence of Decision environmental and firm characteristics on the rationality of Strategic Decision making
Journal of Management Studies, 2007Co-Authors: Said Elbanna, John ChildAbstract: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.
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Influences on Strategic Decision effectiveness: Development and test of an integrative model
Strategic Management Journal, 2007Co-Authors: Said Elbanna, John ChildAbstract: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.
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Strategic Decision-Making: Process Perspectives
International Journal of Management Reviews, 2006Co-Authors: Said ElbannaAbstract: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.
John Child - One of the best experts on this subject based on the ideXlab platform.
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the influence of Decision environmental and firm characteristics on the rationality of Strategic Decision making
Journal of Management Studies, 2007Co-Authors: Said Elbanna, John ChildAbstract: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.
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Influences on Strategic Decision effectiveness: Development and test of an integrative model
Strategic Management Journal, 2007Co-Authors: Said Elbanna, John ChildAbstract: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.
John M. Rudd - One of the best experts on this subject based on the ideXlab platform.
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The influence of context on the Strategic Decision-making process: a review of the literature
International Journal of Management Reviews, 2013Co-Authors: Neil Shepherd, John M. RuddAbstract:This paper critically reviews the Strategic Decision-making process literature, with a specific focus on the effects of context. Context refers to the top management team, Strategic Decision-specific characteristics, the external environment and firm characteristics. This literature review also develops an illustrative framework that incorporates these four different categories of contextual variables that influence the Strategic Decision-making process. As a result of the variety and pervasiveness of contextual variables featured within the literature, a comprehensive and up-to-date review is essential for organizing and synthesizing the extant literature to explicate an agenda for future research. The purpose of this literature review is threefold: first, to critically review the Strategic Decision-making process literature to highlight the underlying themes, issues, tensions and debates in the field; second, to identify the opportunities for future theory development; and third, to state the methodological implications arising from this review.
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An examination of intuition in Strategic Decision-making: the role of context
2012Co-Authors: Neil Gareth Shepherd, John M. RuddAbstract:Intuition is a vitally important concept in Strategic Decision making research because it enables Decision-makers to rapidly detect patterns in dynamic environments in order to cope with the time-pressured, ill-structured and non-routine nature of Strategic Decision-making. Despite a growing body of conceptual literature emphasising the importance of intuition in Strategic Decision-making; there has been very little development of theory explaining the contextual factors that cause intuition to be used in the Strategic Decision-making process. This paper demonstrates that by integrating different contextual variables a clear understanding of the influences on the use of intuition in Strategic Decision-making can be developed. This article develops an integrative theoretical model together with testable research propositions, which if empirically examined, would make a substantial contribution to knowledge.
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Intuition in Strategic Decision making: implications for Strategic Decision effectiveness
Academy of Management Proceedings, 2012Co-Authors: Neil Shepherd, John M. RuddAbstract:Intuition can produce effective Strategic Decisions because of its speed and ability to solve less-structured problems. Despite this, there are only a very small number of empirical studies that have examined intuition in the Strategic Decision-making process. We examine the relationship between the use of intuition in the Strategic Decision-making process, and Strategic Decision effectiveness. We propose that the expertise of the Decision-maker, environmental dynamism and the characteristics of the Strategic Decision itself moderate the relationship between the use of intuition in the Strategic Decision making process, and Strategic Decision effectiveness. We make a significant theoretical contribution by integrating the management and social-psychology literatures in order to identify the variables that affect the relationship between the use of intuition in the Strategic Decision-making process, and Strategic Decision effectiveness. This article builds upon existing empirical research that has examined intuition in the Strategic Decision-making process, and reconciles some of the confounding results that have emerged. The paper presents a conceptual model and research propositions, which if empirically examined, would make a significant contribution to knowledge in the Strategic Decision-making domain of literature.
Charles R. Schwenk - One of the best experts on this subject based on the ideXlab platform.
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Strategic Decision Making
Journal of Management, 1995Co-Authors: Charles R. SchwenkAbstract:Recent years have witnessed a profusion of research on aspects of the Strategic Decision process and factors that may affect this process. In this article I will discuss four major themes in this research which include Strategic Decision models and characteristics, biases in Decision making, individual and organizational minds, and upper echelons. I will then identtfy three emerging research topics which should produce interesting hypotheses for future research. I conclude with some methodological considerations to address the difficulties of doing research in this area.
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THE EFFECTS OF INFORMATION TECHNOLOGY ON Strategic Decision MAKING
Journal of Management Studies, 1995Co-Authors: Steve Molloy, Charles R. SchwenkAbstract:Information technology (IT) may be defined as computer-based technology for the storage, accessing, processing and communication of information. Many writers have suggested that the use of IT should improve Strategic Decisions and have developed a number of propositions about the effects of IT on Strategic Decision making. However, no study has yet addressed the specific effects of IT on major phases of this process. Using Mintzberg, Raisinghani and Theoret's (1976, ‘The structure of unstructured Decision processes’, Administrative Science Quarterly, 21, 2, 246–75) Strategic Decision-making model, this study assessed the effects of IT on the major phases of the process through an intensive examination of eight Decisions in four companies. the results of the study provide new information on the specific ways IT improves Decision-making efficiency and effectiveness at each stage of the Strategic Decision process.
Stefan Wally - One of the best experts on this subject based on the ideXlab platform.
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Strategic Decision SPEED AND FIRM PERFORMANCE
Strategic Management Journal, 2003Co-Authors: J. Robert Baum, Stefan WallyAbstract:This 4-year study examines the effect of Strategic Decision speed upon subsequent firm performance and identifies environmental and organizational characteristics that relate to Decision speed. We draw upon Strategic Decision-making theory and organization theory to propose that Strategic Decision speed mediates the relation between environmental and organizational characteristics and performance. Measures of business environment, organization structure, Strategic Decision speed, and firm performance (growth and profitability) were collected from 318 CEOs from 1996 to 2000. Structural equation modeling confirmed that fast Strategic Decision-making predicts subsequent firm growth and profit and mediates the relation of dynamism, munificence, centralization, and formalization with firm performance. Copyright © 2003 John Wiley & Sons, Ltd.
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personal and structural determinants of the pace of Strategic Decision making
Academy of Management Journal, 1994Co-Authors: Stefan Wally, Robert J BaumAbstract:A model of the determinants of Strategic Decision-making pace that incorporates the role of individual differences among executive Decision makers, organizational structural characteristics, and industry effects is developed. Drawing on data from 151 firms, we found that chief executive officers' cognitive ability, use of intuition, tolerance for risk, and propensity to act associated positively with speedy Decisions. Decision pace appeared to be faster in centralized organizations and slower in formalized organizations. Our results also suggest that the construct of comprehensiveness has both cognitive and organizational structural aspects, with cognitive comprehensiveness relating positively and organizational comprehensiveness, negatively, to Strategic Decision-making pace.
