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1 – 10 of over 74000Tamilarasu Sinnaiah, Sabrinah Adam and Batiah Mahadi
The purpose of this paper is to present a conceptual framework for integrating strategic thinking factors, organisational performance and the decision-making process.
Abstract
Purpose
The purpose of this paper is to present a conceptual framework for integrating strategic thinking factors, organisational performance and the decision-making process.
Design/methodology/approach
The methodology involves a synthesis of literature and proposes a framework that explores the relationship between strategic thinking enabling factors, organisational performance and the moderating effect of decision-making styles.
Findings
The framework includes strategic thinking enabling factors (systems perspective, focused intent, intelligent opportunism, thinking in time and hypothesis-driven analysis), organisational performance and the moderating effect of decision-making styles (intuitive and rational).
Research limitations/implications
This research results in a conceptual model only; it remains to be tested in actual practice. The expanded conceptual framework can serve as a basis for future empirical research and provide insights to practitioners into how to strengthen policy development in a strategic planning process.
Originality/value
A paradigm shift in the literature proves that strategic management and decision-making styles are vital in determining organisational performance. This paper highlights the importance of decision-making styles and develops a framework for strategic management by analysing the existing strategic management literature.
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Allen C. Amason and David M. Schweiger
Strategic decision making influences organizational performance. However, close examination of this relationship reveals a subtle paradox. It appears that the products of…
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.
Strategic decision importance has rarely been investigated as a decision-specific characteristic in the strategic decision-making process (SDMP) literature taking into…
Abstract
Purpose
Strategic decision importance has rarely been investigated as a decision-specific characteristic in the strategic decision-making process (SDMP) literature taking into consideration information management while taking important strategic decisions. Here, the ability of decision importance to predict decision effectiveness as an outcome of SDMPs in higher education institutions (HEIs) is examined in the context of Bahrain.
Design/methodology/approach
A conceptual model is developed relating decision importance to decision effectiveness indirectly via the SDMP characteristics intuition, rationality and decentralization. Data from a cross-sectional questionnaire completed by leaders of HEIs and academics involved in strategic decision-making in Bahrain are used to test the model and hypotheses via correlation analysis. The paper also considers a literature review of the use of information management while taking a strategic decision.
Findings
Decision importance is shown to positively influence decision effectiveness in Bahraini HEIs mediated by rationality and by decentralization in decision-making, although negative effects of decentralization are also demonstrated. However, decision importance does not influence decision effectiveness mediated by intuition.
Research limitations/implications
Due to the small sample size, the results cannot be generalized to contexts beyond HEIs in Bahrain. Additional SDMP characteristics of significance in the context of HEIs could be future investigated, for instance, political behaviour and lateral communication, are not included in the model. Future research exploring the latter two aspects could provide deeper insight into the findings.
Practical implications
The findings of this paper could be considered by HEIs senior management and members of the governing body while strategic decision-making, which could be at different levels, including strategic planning or assessing a strategic decision in terms of effectiveness. This paper will also provide insight one the use of information while considering strategic decision-making.
Social implications
A model leading for effective strategic decision-making could be used by leaders of HEIs and regulators including licensing bodies and QA agencies to set standards for HEIs for sustainable performance and quality education in line with United Nations Sustainable Development Goals and Initiative. Strategic decision-making will have an impact on the overall performance of HEIs and serve all relevant stakeholder’s including parents, students, employers and industry.
Originality/value
Little research conducted in relation to strategic decision-making in the Gulf Cooperation Council therefore, this research will add original findings and the outcome of this study will lead to future research related to SDMP and the use of information management in the overall strategic decision-making.
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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.
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The purpose of this paper is to identify the role of the rationality of the strategic decision‐making process between decision magnitude of impact and the quality of the decision…
Abstract
Purpose
The purpose of this paper is to identify the role of the rationality of the strategic decision‐making process between decision magnitude of impact and the quality of the decision process output.
Design/methodology/approach
From analysis of alternative research approaches, a field survey seems to be the most appropriate methodological choice. This is a field study of real strategic decision‐making process rather than an artificial setting. The questionnaire consists of items measuring the variables of primary interest; namely the independent, mediator, and dependent variables. The study was conducted in Pinang, Malaysia, involving small, medium, and large‐sized private manufacturing firms. To test and eliminate ambiguous or biased items and to improve the format, both for ease of understanding and to facilitate data analysis, a pilot study was conducted by computing Cronbach's reliability alpha.
Findings
The results of regression analysis indicate that the decision magnitude of impact is significantly associated with the level of rationality in the decision‐making process. The results of hierarchical regression analyses indicate that the extent of rationality in the decision‐making process is able to significantly change the total variations in the decision‐ making quality explained by magnitude of impact.
Research limitations/implications
The complex nature of strategic decision‐making process as a research topic places limitations on this study, particularly in the area of sample selection and data availability and collection. The major sample selection at the manufacturing firms is difficult because a firm's perception in terms of strategic decisions may not be the same, thus it is not easy to ascertain relevant sample characteristics.
Practical implications
Findings of this study indicate that a better quality decision is achieved through a rational process. Thus, organizations should encourage greater use of rationality in the decision‐making process, especially when the decision that is going to be made has more impact on the various parts of the organization or it is a strategic decision.
Originality/value
This study is believed to be the first to test the mediating impact of rationality of the strategic decision‐making process. This study was carried out among Malaysian manufacturing firms, and therefore comparison of its results to the findings in other countries may suggest the influence of other factors such as ideology, belief, and culture on strategic decision‐making processes. This in turn may open up a promising avenue for future research.
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The research into SME”s is often presented as quite distinct from strategy or general management research. This paper examines the literature on Strategic Decision Making (SDM…
Abstract
The research into SME”s is often presented as quite distinct from strategy or general management research. This paper examines the literature on Strategic Decision Making (SDM) process, drawing in some findings from the SME sector which show some key similarities. The paper makes proposals for research into SDM processes in SME’s, which would clarify both the general management theory and theory relating to SME’s.
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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…
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.
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Charlene Lew, Danielle Meyerowitz and Göran Svensson
The theoretical value of scenario-planning as a strategic tool is well recognized in literature. The purpose of this study is to explore the corporate reasoning of formal and…
Abstract
Purpose
The theoretical value of scenario-planning as a strategic tool is well recognized in literature. The purpose of this study is to explore the corporate reasoning of formal and informal usage (or non-usage) of scenario-planning in strategic decision-making.
Design/methodology/approach
An overview of the relevant literature on scenario-planning as a strategic decision-making tool in the context of complexity and uncertainty is presented, in combination with 15 case studies on executives in the South African context.
Findings
The findings are based on a study in the emerging market context. From the case studies reported, it is evident that industry, organizational and leadership-related factors influence the effective use or non-use of scenario-planning.
Research limitations/implications
Empirical findings are reported, contributing to an assessment framework to revisit the usage of formal and informal scenario-planning in strategic decision-making. Further research to determine which supportive tools and technologies should be used for scenario-planning across multiple contexts is needed.
Practical implications
The study expands upon previous insights into the formal and informal usage (or non-usage) of scenario-planning in strategic decision-making based on an emerging market context.
Originality/value
This study contributes to understanding the value of scenario-planning in complex contexts that require strategic adaptability and offers a hands-on toolkit and shortlist of assessment criteria to conceptualize the organizational reasoning and scholarly framing of formal, informal or non-scenario-planning in strategic decision-making.
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Proposes that previous discussions of strategic decision making inthe strategic management literature have not effectively addressed therole of third parties including…
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.
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Posits that a process perspective on strategic decision making is more likely to yield a successful outcome. Conceives the strategic decision‐making process as a composite of the…
Abstract
Posits that a process perspective on strategic decision making is more likely to yield a successful outcome. Conceives the strategic decision‐making process as a composite of the concept of strategic gap and the managerial decision‐making process. Presents six examples of real‐world strategic decision in support of a process approach to the making and implementing of such decisions. The evidence in support of a process perspective on strategic decision making suggests a need for further research and exposition of this critically important subject.
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