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1 – 10 of over 88000Lars U. Johnson, Cody J. Bok, Tiffany Bisbey and L. A. Witt
Decision-making in human resources management is done at both the micro and macro level of organizations. Unfortunately, the decisions at each level are often executed without…
Abstract
Decision-making in human resources management is done at both the micro and macro level of organizations. Unfortunately, the decisions at each level are often executed without consideration of the other, and current theory reflects this issue. In response to a call for integration of micro- and macro-level processes by Huselid and Becker (2011), we review the extant literature on strategic human resources and high-performance work systems to provide recommendations for both research and practice. We aimed to contribute to the literature by proposing the incorporation of the situation awareness literature into the high-performance work systems framework to encourage the alignment of human resources efforts. In addition, we provide practical recommendations for integrating situation awareness and strategic decision-making. We discuss a process for the employment of situation awareness in organizations that might not only streamline human resources management but also result in more effective decisions. Additional considerations include implications for teams, boundary conditions (e.g., individual differences), and measurement.
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Siva Ganapathy Subramanian Manoharan, Rajalakshmi Subramaniam and Sanjay Mohapatra
Tamilarasu 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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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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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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The purpose of this paper is to explore the influence of two aspects of firm performance: financial and business performance and organizational effectiveness, on three dimensions…
Abstract
Purpose
The purpose of this paper is to explore the influence of two aspects of firm performance: financial and business performance and organizational effectiveness, on three dimensions of the strategic decision‐making process, rationality, intuition, and political behavior.
Design/methodology/approach
The empirical study goes well beyond the common anecdotal observations or reflections on strategic decision‐making by utilizing a mixed‐methods approach. Based on a multi‐method field study, 286 Egyptian managers who participate in making strategic decisions are surveyed; and 36 semi‐structured interviews are conducted.
Findings
The results suggest that strategic decision‐making in high‐performing firms is more rational and less intuitive and political. Interestingly, they also show that organizational effectiveness is a stronger predictor of strategic decision‐making process dimensions than of financial and business performance.
Research limitations/implications
In Egypt, a widespread suspicion of academic research adds to the frequent difficulty of obtaining completed questionnaires from more than one senior manager in a company. Moreover, because of the difficulty of collecting objective financial data, subjective measures are used to gauge performance. Further research should test the generalizability of our results in narrowly defined samples, e.g. the banking industry or the automotive industry.
Practical implications
The results highlight the importance of performance in strategic decision making and seem to support the “culture free” argument advancing the position that cultural differences may not have a significant impact on the influence of performance on the strategic decision‐making process.
Originality/value
Although scholars have posited organizational performance as an important contextual variable influencing the process of strategic decision making, this influence is not well understood or articulated, especially in the Egyptian setting. This paper contributes to filling this gap.
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Shawnta S. Friday‐Stroud and J. Scott Sutterfield
The purpose of this paper is to present a conceptual framework for merging the strategic management process, the managerial decision‐making process and the six‐sigma process into…
Abstract
Purpose
The purpose of this paper is to present a conceptual framework for merging the strategic management process, the managerial decision‐making process and the six‐sigma process into a single, unified decision model.
Design/methodology/approach
The methodology involves each of the three decision‐making processes, noting their similarities and differences, and arguing from the similarities that a single unified model will result in superior decisions.
Findings
The findings were that a single, unified model is possible and the resulting model is presented in the paper.
Research limitations/implications
Since this research results in a conceptual model only, it remains to be tested in actual practice. This testing is intended for a later paper.
Practical implications
If the testing of the model in practice results in superior decisions, the practical implications of the paper would be use of the Friday‐Stroud/Sutterfield model in practice for better management decisions.
Originality/value
The paper presents an original model, which results from merging the three‐decision‐making process.
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Managers must make numerous strategic decisions in order to initiate and implement a business model innovation (BMI). This paper examines how managers perceive the management team…
Abstract
Purpose
Managers must make numerous strategic decisions in order to initiate and implement a business model innovation (BMI). This paper examines how managers perceive the management team interacts when making BMI decisions. The paper also investigates how group biases and board members’ risk willingness affect this process.
Design/methodology/approach
Empirical data were collected through 26 in-depth interviews with German managing directors from 13 companies in four industries (mobility, manufacturing, healthcare and energy) to explore three research questions: (1) What group effects are prevalent in BMI group decision-making? (2) What are the key characteristics of BMI group decisions? And (3) what are the potential relationships between BMI group decision-making and managers' risk willingness? A thematic analysis based on Gioia's guidelines was conducted to identify themes in the comprehensive dataset.
Findings
First, the results show four typical group biases in BMI group decisions: Groupthink, social influence, hidden profile and group polarization. Findings show that the hidden profile paradigm and groupthink theory are essential in the context of BMI decisions. Second, we developed a BMI decision matrix, including the following key characteristics of BMI group decision-making managerial cohesion, conflict readiness and information- and emotion-based decision behavior. Third, in contrast to previous literature, we found that individual risk aversion can improve the quality of BMI decisions.
Practical implications
This paper provides managers with an opportunity to become aware of group biases that may impede their strategic BMI decisions. Specifically, it points out that managers should consider the key cognitive constraints due to their interactions when making BMI decisions. This work also highlights the importance of risk-averse decision-makers on boards.
Originality/value
This qualitative study contributes to the literature on decision-making by revealing key cognitive group biases in strategic decision-making. This study also enriches the behavioral science research stream of the BMI literature by attributing a critical influence on the quality of BMI decisions to managers' group interactions. In addition, this article provides new perspectives on managers' risk aversion in strategic decision-making.
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E. Frank Harrison and Monique A. Pelletier
The purpose of this article is to extend and reinforce previous research intended to demonstrate that a process model of decision making is conducive to strategic decision…
Abstract
The purpose of this article is to extend and reinforce previous research intended to demonstrate that a process model of decision making is conducive to strategic decision success. Using a strategic decision matrix with a two‐dimensional focus, 16 high‐visibility strategic decisions from different corporations in the 1990s are evaluated and classified to support the hypothesis that a formal decision‐making process is conducive to successful strategic decision outcomes. The results of this evaluation clearly indicate that, in the absence of a managerial decision‐making process, successful outcomes are unlikely to materialize. Conversely, although a process‐oriented approach to strategic choice affords no guarantee of a successful outcome, the likelihood of this occurrence tends to increase with this approach. This revisiting of strategic decision success confirms earlier research in this critical area. Hopefully, it will elicit subsequent research of a similar nature.
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