To read the full version of this content please select one of the options below:

RESOLVING THE PARADOX OF CONFLICT, STRATEGIC DECISION MAKING, AND ORGANIZATIONAL PERFORMANCE

Allen C. Amason (Mississippi State University)
David M. Schweiger (University of South Carolina)

International Journal of Conflict Management

ISSN: 1044-4068

Article publication date: 1 March 1994

Downloads
5006

Abstract

Strategic decision making influences organizational performance. However, close examination of this relationship reveals a subtle paradox. It appears that the products of strategic decision making, all of which are necessary for enhanced organizational performance, do not peacefully coexist. Conflict seems to be the crux of this conundrum. As such, a better understanding of conflict's effects on strategic decision making is needed This paper integrates a multidimensional conceptualization of conflict Into a model of strategic decision making and organizational performance and develops propositions to guide empirical study of the effects of conflict on strategic decision making.

Citation

Amason, A.C. and Schweiger, D.M. (1994), "RESOLVING THE PARADOX OF CONFLICT, STRATEGIC DECISION MAKING, AND ORGANIZATIONAL PERFORMANCE", International Journal of Conflict Management, Vol. 5 No. 3, pp. 239-253. https://doi.org/10.1108/eb022745

Publisher

:

MCB UP Ltd

Copyright © 1994, MCB UP Limited