The impact of third parties on strategic decision making: Roles, timing and organizational outcomes

Abstract

Proposes that previous discussions of strategic decision making in the strategic management literature have not effectively addressed the role of third parties including consultants. Offers three roles of third parties, including the consultant as provocateur, legitimizer and expert. Propositions are developed suggesting a contingency approach to the timing and role of third parties in the strategic decision‐making process.

Citation

Saxton, T. (1995), "The impact of third parties on strategic decision making: Roles, timing and organizational outcomes", Journal of Organizational Change Management, Vol. 8 No. 3, pp. 47-62. https://doi.org/10.1108/09534819510090150