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Article
Publication date: 23 May 2008

Cemal Zehir and Mehtap Özşahin

This study aims to: identify organizational and environmental factors affecting strategic decision‐making speed; examine the relationship between those factors and innovation…

2328

Abstract

Purpose

This study aims to: identify organizational and environmental factors affecting strategic decision‐making speed; examine the relationship between those factors and innovation performance; and clarify the relationship between strategic decision‐making speed and innovation performance.

Design/methodology/approach

A survey was conducted on 73 large‐scale firms operating in the manufacturing industry in Turkey, in May 2006 and December 2006.

Findings

The research findings related to the linkage between participation and strategic decision‐making speed indicate that extensive participation accelerates the pace of decision making.

Research limitations/implications

This survey was conducted on CEOs and top managers of large‐scale manufacturing firms operating in Turkey. Cultural differences may become evident from those findings. Also, results might be different if only small and medium‐size firms, or firms in different industries were used.

Originality/value

This survey is one of the first to examine the strategic decision speed and innovation performance relationship, revealing the positive effect of strategic decision speed on innovation performance. It is the first one to be conducted in an Eastern country like Turkey, filling the gap in the literature.

Details

Management Decision, vol. 46 no. 5
Type: Research Article
ISSN: 0025-1747

Keywords

Article
Publication date: 7 April 2015

Lutz Kaufmann and Julia Gaeckler

First, this study expands knowledge on the strategic decision process dimension decision-making speed by analyzing decision-making speed and two possible antecedents in a…

2417

Abstract

Purpose

First, this study expands knowledge on the strategic decision process dimension decision-making speed by analyzing decision-making speed and two possible antecedents in a purchasing context. Second, it takes an additional step toward clarifying the relationship between strategic and lateral integration. Specifically, the purpose of this paper is to analyze the potential mediating effect of lateral purchasing integration on the relationship between strategic purchasing integration and purchasing decision-making speed.

Design/methodology/approach

This research analyzes survey data of 152 firms from Austria, Germany, and Switzerland using covariance-based structural equation modeling.

Findings

The results of the structural equation model provide strong support for the hypothesized relationships. Strategic purchasing integration drives lateral purchasing integration, which in turn positively influences purchasing decision-making speed.

Research limitations/implications

This study focusses solely on internal types of integration. A logical next step would be to further enrich the model by including external dimensions, such as supplier or customer integration.

Practical implications

This study should help managers gain a better understanding of the relationship between strategic and lateral purchasing integration, highlighting their positive impact on decision-making speed. Decision-making speed is particularly important for companies operating in volatile markets and time-constrained business environments.

Originality/value

This study offers new insights into the theoretical and empirical connection between intra-organizational purchasing integration, unpacked as strategic purchasing integration and lateral purchasing integration, and purchasing decision-making speed. Furthermore, it offers insights into decision-making speed in a purchasing context.

Details

International Journal of Physical Distribution & Logistics Management, vol. 45 no. 3
Type: Research Article
ISSN: 0960-0035

Keywords

Article
Publication date: 15 June 2020

Fariborz Rahimnia and Homa Molavi

In recent years, rapid changes in the economic situation and high levels of competition have increased the need for innovation in order to gain success. In such circumstances…

1194

Abstract

Purpose

In recent years, rapid changes in the economic situation and high levels of competition have increased the need for innovation in order to gain success. In such circumstances, organizational strategists are considered as critical in determining the success or failure of organizations. Using innovation in various aspects of organizational operations is the most important factor to achieve sustainable competitive advantages in industry. As a result, analyzing the effective factors involved in promoting the efficiency of innovative activities in the organization and ways of achieving it are of utmost importance. Thus, this paper examines the relationship between communication and innovation performance with respect to the intermediary role of strategic decision-making process speed.

Design/methodology/approach

The present study has used quantitative methodology and questionnaire to collect data from 450 managers and members who are involved in the decision-making process in 150 companies operating in the food-industry sector. Data analysis was done by using structural equation modeling and AMOS software.

Findings

The results of the data analysis suggest that communication and strategic decision-making speed possess a significant positive impact on innovation performance. Also, strategic decision-making speed has sufficiently played the intermediary role between communication and innovation performance.

Originality/value

This survey specifies the effects of communication on the success of making fast strategic decision and innovation performance which aid Iranian food companies to tackle one of the managerial challenges: postponing strategic decisions due to lack of efficient communication to get information. In addition, to the best of the authors' knowledge, this essay is a first in Iran.

Details

European Journal of Innovation Management, vol. 24 no. 3
Type: Research Article
ISSN: 1460-1060

Keywords

Article
Publication date: 7 November 2016

Jiajun Gu, Fenghua Xie and Xingsi Wang

The purpose of this paper is to explore the relationship between top management team (TMT) internal social capital and strategic decision-making speed, and further explore role of…

Abstract

Purpose

The purpose of this paper is to explore the relationship between top management team (TMT) internal social capital and strategic decision-making speed, and further explore role of TMT behavioral integration in their relationship. It reveals how TMT internal social capital impacts strategic decision-making speed.

Design/methodology/approach

On the basis of the social capital theory and upper echelons theory, at first, a model about TMT internal social capital and strategic decision-making speed is proposed by exploratory case study. Then, the data obtained via questionnaire from 67 TMTs by software SPSS 19.0 and AMOS 17.0 are analyzed, and the theoretical hypotheses as mentioned above are verified.

Findings

The empirical study found that different dimensions of TMT internal social capital have significant positive impact on TMT behavioral integrity; TMT behavioral integrity has significant positive impact on strategic decision-making speed; and TMT behavioral integrity as an intermediary variable played a brokering role in the relationship between TMT internal social capital and strategic decision-making speed.

Originality/value

The study enriches the empirical test on the relationship between TMT internal social capital and decision speed, thereby helping the authors further understand how to improve the speed of strategic decision making in TMT.

Details

Kybernetes, vol. 45 no. 10
Type: Research Article
ISSN: 0368-492X

Keywords

Article
Publication date: 23 May 2008

Paraskevas C. Argouslidis

Drawing upon theory on organizational decision speed, this study aims to take a first step toward an understanding of the temporal aspect of the elimination decision‐making…

1257

Abstract

Purpose

Drawing upon theory on organizational decision speed, this study aims to take a first step toward an understanding of the temporal aspect of the elimination decision‐making process in financial services (i.e. the process of withdrawing an item from the product line) and in particular of the organizational, product‐specific and environmental determinants of the speed of the elimination decision‐reaching and the elimination implementation processes.

Design/methodology/approach

Data were collected through a mail survey to a stratified random sample of 500 UK financial institutions, yielding 167 returns.

Findings

The paper finds first, the speed of elimination decision‐reaching is shaped by product line length, market orientation, formalization, technological change, and the austerity of the regulatory context. Second, the speed of the elimination implementation process is influenced by whether the item that is considered for elimination is a typical bank, insurance, or mortgage product, by its delivery method, and by whether it is for the retail or the corporate market.

Practical implications

By responding to an array of issues highlighted as important research directions by previous studies on organizational decision‐speed, this study has useful theoretical implications. The findings also provide practitioners with a first picture of how the pace of their line rationalization plans may be impeded or accelerated by a set of contextual factors.

Originality/value

The study represents the first attempt to examine the service elimination process (i.e. a marketing decision area) in relation to decision speed (i.e. a central aspect of organizational decision making). As such, it makes a clear inter‐disciplinary contribution.

Details

Journal of Services Marketing, vol. 22 no. 3
Type: Research Article
ISSN: 0887-6045

Keywords

Article
Publication date: 15 November 2012

Jiajun Gu, Qingxiong Weng and Fenghua Xie

The aim of this paper is to explore the relationship between leadership style, top management teams' (TMTs') behavioral integration, and strategic decision‐making speed. It…

1344

Abstract

Purpose

The aim of this paper is to explore the relationship between leadership style, top management teams' (TMTs') behavioral integration, and strategic decision‐making speed. It reveals how leadership impacts on team progress and strategic decision‐making speed.

Design/methodology/approach

The sample was collected from more than ten provinces/cities in China. Factor analysis and structural equation model (SEM) were used to conduct the data.

Findings

The empirical study found that leadership style has a direct positive impact on the speed of strategic decision making, and an indirect positive impact on the speed of strategic decision making through the team behavior integration. The results of SEM show both leadership style and team behavior integration have a significant impact on strategic decision‐making speed. It demonstrates that transformational leadership and transactional leadership have both direct and indirect impact on the speed of strategic decisions. Moreover, transformational leadership has a greater impact than transactional leadership on team behavior integration and strategic decision‐making speed.

Originality/value

The study enriches the empirical test on the relationship between leadership, team and decision speed, therefore helping us further understand how to improve the speed of strategic decision‐making.

Article
Publication date: 8 October 2019

Guohong Wang, Xiaoli Li, Jianlin Zhou and Shulin Lan

The purpose of this paper is to focus on the risk decision making of entrepreneurial team, deconstruct the intermediate process mechanism of cognitive adaptability in promoting…

Abstract

Purpose

The purpose of this paper is to focus on the risk decision making of entrepreneurial team, deconstruct the intermediate process mechanism of cognitive adaptability in promoting risk decision making and reveal the role of opportunity identification and entrepreneurial efficacy in the decision-making process, which clarifies how cognitive adaptability affects decision-making speed and effect.

Design/methodology/approach

This study establishes a relationship model among entrepreneurial team’s cognitive adaptability, opportunity identification, entrepreneurial efficacy and risk decision making, and selects 316 entrepreneurial teams to empirically study the relationship among core variables using Bootstrap analysis and Johnson–Neyman technology.

Findings

Cognitive adaptability though has no direct impact on risk decision-making speed, whereas it directly affects risk decision-making effect; opportunity identification has a full mediating effect between cognitive adaptability and decision-making speed, and a partial mediating effect between cognitive adaptability and decision-making effect; entrepreneurial efficacy plays a moderating role between opportunity identification and decision-making speed, and a same role between opportunity identification and decision-making effect.

Research limitations/implications

First, in setting the research model, the study does not take other moderators into consideration, which might be improved. Second, the study ignores the origin and formation of entrepreneurial team’s cognitive adaptability, the predisposing factors of which might be discussed in the future research.

Practical implications

The practical implication of this paper is to guide the entrepreneurial team to turn their focus on the impact of highly implicit cognitive adaptability on decision making, which might be divided into two aspects: the first is to enhance the cognitive adaptability of the entrepreneurial team, cultivate team members’ self-examination awareness and self-monitoring habits. The second is to strengthen team’s psychological capital and value the cultivation of entrepreneurial efficacy.

Originality/value

This paper breaks through the team process and structure perspectives, explores the driving mechanism of entrepreneurial team risk decision making from team cognition perspective, and deconstructs the logical framework of cognitive adaptability’s influence on risk decision making. This paper applies Johnson–Neyman technology to quantify the mediating effect entrepreneurial efficacy exerts on cognitive adaptability and decision-making speed, as well as on cognitive adaptability and decision-making effect.

Details

Industrial Management & Data Systems, vol. 120 no. 2
Type: Research Article
ISSN: 0263-5577

Keywords

Article
Publication date: 26 June 2007

Daniel Kauer, Tanja C. Prinzessin zu Waldeck and Utz Schäffer

The purpose of this research is to explore the effects of the diversity of experience and different personalities of top management team members on mediating processes such as…

7791

Abstract

Purpose

The purpose of this research is to explore the effects of the diversity of experience and different personalities of top management team members on mediating processes such as agenda‐setting, the generating of strategic alternatives, and the speed of strategic decision making. Previous research has studied the effects of top management team characteristics on strategic decision‐making and performance by analyzing team demographics such as age and tenure – with ambiguous results.

Design/methodology/approach

In a multi‐case study approach, 46 members of eight top management teams were interviewed and surveyed.

Findings

The study suggests that the ambiguity of research results can be decreased by: introducing more deep‐level measures; and further differentiating the mediating processes. The results indicate that diversity of experience affects agenda‐setting and the generating of alternatives but – unexpectedly – does not appear to affect the speed of decision making. Personality factors such as flexibility, achievement motivation, networking abilities, and action orientation seem to have a clearer impact on decision speed.

Practical implications

This study suggests ways to build successful teams by differentiating between the effects of experiences and personalities of team members. Furthermore, it indicates that teams might be able to compensate for different strengths and weaknesses within the team, and stresses the importance of transparent strategic objectives and leadership.

Originality/value

This study extends existing research by proposing ways to reduce the ambiguity of recent research results regarding the effects of management teams on strategic decision making. It is based on a broad empirical research and offers theoretical and managerial implications.

Details

Management Decision, vol. 45 no. 6
Type: Research Article
ISSN: 0025-1747

Keywords

Article
Publication date: 23 January 2020

Zhuolin She, Quan Li, Manuel London, Baiyin Yang and Bin Yang

The purpose of this paper is to examine the relationships between CEO narcissism and strategic decision-making (SDM) processes (decision comprehensiveness and decision speed), and…

1688

Abstract

Purpose

The purpose of this paper is to examine the relationships between CEO narcissism and strategic decision-making (SDM) processes (decision comprehensiveness and decision speed), and to explore the mediating role of top management team (TMT) members’ participation in decision making and the moderating role of TMT power distance.

Design/methodology/approach

Data were collected from a multisource, time-lagged survey of 103 CEOs and their corresponding TMT members in China. Structural equation modeling was used to test the hypothesized relationships.

Findings

The results indicated that CEO narcissism was negatively related to decision comprehensiveness and positively related to decision speed. These relationships were mediated by TMT members’ participation in decision making, especially when TMT power distance was high.

Practical implications

The results show the potential negative effects of CEOs’ narcissistic personality and suggest ways to attenuate it by increasing TMT participation and decreasing TMT power distance.

Originality/value

This study is an initial attempt to empirically examine how and under what conditions CEOs’ narcissism is a barrier to more comprehensive and more deliberate (slower) SDM.

Details

Journal of Managerial Psychology, vol. 35 no. 1
Type: Research Article
ISSN: 0268-3946

Keywords

Article
Publication date: 6 May 2014

Paraskevas Argouslidis, George Baltas and Alexis Mavrommatis

– This paper aims to consider decision speed’s role in the largely neglected decision area of product elimination.

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Abstract

Purpose

This paper aims to consider decision speed’s role in the largely neglected decision area of product elimination.

Design/methodology/approach

Drawing on an inter-disciplinary theoretical background (e.g. organisational, decision speed and product elimination theories), the authors develop and test a framework for decision speed’s effects on the market and financial outcomes of a stratified random sample of 175 consumer product eliminations.

Findings

In contrast to decision speed research that hypothesised (and often failed to confirm) linearity, results show inverted ∪-shaped decision speed-to-decision outcomes relationships, with curvatures moderated by product importance, environmental complexity and turbulence.

Research limitations/implications

Findings are suggestive of several implications for the above theories (e.g. contribution to the dialogue about performance-enhancing value of rational vs incremental decision-making; evidence that excessive decision speed may become too much of a good thing). Certain design limitations (e.g. sampling consumer goods’ manufacturers only) point at avenues for future inquiry into the product elimination decision speed-to-outcomes link.

Practical implications

Managerially, the findings suggest that product eliminations’ optimal market and financial outcomes depend on a mix of speed and search in decision-making and that this mix requires adjustments to different levels of product importance, interdependencies with other decision areas of the firm and environmental turbulence.

Originality/value

The paper makes a twofold contribution. It enriches decision speed research, by empirically addressing speed’s outcomes in relation to a decision area that is not necessarily strategic and represents the first explicit empirical investigation into outcomes of decision speed in product line pruning decision-making.

Details

European Journal of Marketing, vol. 48 no. 5/6
Type: Research Article
ISSN: 0309-0566

Keywords

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