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21 – 30 of 81Puts forward five specific guidelines in the form of questions on which managers or leaders should reflect before making any significant decisions. Considers issues such as who to…
Abstract
Puts forward five specific guidelines in the form of questions on which managers or leaders should reflect before making any significant decisions. Considers issues such as who to involve ‐ their level, expertise and work maturity ‐ the timing, the intensity, the availability of information, conflicts which might arise and the predetermination of the decision by procedures and policies. Concludes that programmes aimed at enhancing appropriate participation will help to improve the climate of an organization and develop critical management/leadership skills.
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Rob J.G. Jansen, Petru L. Curşeu, Patrick A.M. Vermeulen, Jac L.A. Geurts and Petra Gibcus
This paper aims to examine the role of social capital as a strategic decision aid in small and medium sized enterprises (SMEs) in different service sectors.
Abstract
Purpose
This paper aims to examine the role of social capital as a strategic decision aid in small and medium sized enterprises (SMEs) in different service sectors.
Design/methodology/approach
Data on 434 strategic decisions in service SMEs was gathered through computer‐aided telephone interviews and analyzed using structural equation modeling to test the mediating role of level of risk acceptance and confidence in the relationship between the breadth of social capital and decision effectiveness.
Findings
Evaluative judgments (risk acceptance and confidence) explain the negative effects of social capital on decision effectiveness. Service delivery and dependency on tacit know‐how account for differences between SMEs in different service sectors and serve as explanations for different effects of social capital as a decision aid.
Research limitations/implications
The study sheds light on the psychological underpinnings of social capital effects in strategic decisions. Higher varieties of actors make decision makers more tolerant for risk and decrease their confidence, which in turn hampers decision effectiveness.
Originality/value
Previous work on social capital suggests that it is beneficial to outcomes. The literature and policy initiatives also stress the beneficial effects of social capital and networking. This research on strategic decision‐making shows that the positive effects of social capital are not as pronounced as expected for the service SMEs. This paper draws explicit attention to the negative effects for strategic decision‐making.
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