This paper investigates the relationship between the process of Strategic Decision (SD) making and management and contextual factors. First, drawing on a sample of SDs, it analyzes the process through which they are taken, into seven dimensions: comprehensiveness/rationality, financial reporting, rule formalization, hierarchical decentralization, lateral communication, politicization, problem-s...

The information technology (IT) environment has exhibited ever-higher levels of volatility in recent years, making it more difficult for managers to assess the value created by their decision-making processes. This paper describes an emerging paradigm of strategic options that integrates strategic and financial analysis.

The paper argues that a framework can be built using the story and anchor-and-adjust models which integrates research in strategic decision making, particularly cognitive biases and maps, executive team decision making, and resource allocation and acquisition decision processes. Propositions are developed focusing on the managerial implications of the story

Two decision-makers choose hawkish or dovish actions in a conflict game with incomplete information. The decision-making can be manipulated by “extremists” who send publicly observed cheaptalk messages. The power of extremists depends on the nature of the underlying conflict game. If actions are strategic complements, a “hawkish extremist” (provocateur) can increase the likelihood of conflict b...

Two decision-makers choose hawkish or dovish actions in a con‡ict game with incomplete information. The decision-making can be manipulated by “extremists” who send publicly observed cheaptalk messages. The power of extremists depends on the nature of the underlying con‡ict game. If actions are strategic complements, a “hawkish extremist” (provocateur) can increase the likelihood of con‡ict by s...

Many executives have grown skeptical of strategic planning. Is it any wonder? Despite all the time and energy that go into it, strategic planning most often acts as a barrier to good decision making and does little to influence strategy. Strategic planning fails because of two factors: It typically occurs annually, and it focuses on individual business units. As such, the process is completely ...

In recognizing knowledge as a new resource in gaining organizational competitiveness, knowledge management suggests a method in managing and applying knowledge for improving organizational performance. Much knowledge management research has focused on identifying, storing, and disseminating process related knowledge in an organized manner. Applying knowledge to decision making has a significant...

during recent years, determining appropriate strategy in the supply chain has become an important strategic issue. however, the nature of these decisions usually is complex and unstructured. to determine the best supply chain strategy, many quantitative and qualitative attributes such as cost, responsiveness and flexibility can be taken into account. in order to approximate the human subjective...