Getting what you want from your transorganizational partners: “Social-sharedness” and decision-making within a transorganizational system
Abstract
Purpose
The purpose of this paper is to examine how the group decision-making process unfolds over time in a transorganizational system (TS) planning change.
Design/methodology/approach
A longitudinal qualitative case study was designed to enable researchers to identify different stages in the group decision-making process.
Findings
The findings from this case study indicated that the group decision-making process in a TS planning change could be conceptualized to include five distinct steps: working in solitude; starting a dialogue; finding a common goal; suggesting decision alternatives; and deciding among alternatives. The group proceeded through these steps sequentially over time.
Practical implications
The paper offers TS practitioners a framework to follow when making group decisions within TSs.
Originality/value
The study develops a conceptual framework that describes how the group decision-making process unfolds over time in a TS planning change. This framework can be tested in other contexts and advance theory in both the TS and group decision-making areas.
Keywords
Citation
Halinski, M. and Duxbury, L. (2015), "Getting what you want from your transorganizational partners: “Social-sharedness” and decision-making within a transorganizational system", Management Decision, Vol. 53 No. 9, pp. 2017-2035. https://doi.org/10.1108/MD-09-2014-0556
Publisher
:Emerald Group Publishing Limited
Copyright © 2015, Emerald Group Publishing Limited