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The main aim of this chapter is to review the use of accounting-based measures of merger and acquisition (M&A) performance. To do so, we conducted a keyword search in 28 leading management journals and one edited book (i.e., Advances in Mergers & Acquisitions). To complement our review, we draw on very recent literature reviews of M&As (e.g., Haleblian, J., Devers, C. E., McNamara, G., Carpenter, M. A., & Davison, R. B. (2009). Taking stock of what we know about mergers and acquisitions: A review and research agenda. Journal of Management, 35(3), 469–502; Kolev, Haleblian, & McNamara, 2012; Meglio, 2009). Results indicate that accounting-based measures of performance have been used in 36 studies. Also, in these studies, there exists much heterogeneity with respect to the operationalization of M&A performance, the time lag, and the level of analysis. Next, the chapter proceeds with the discussion of the advantages and disadvantages of accounting measures and the proposition of four substantive priorities for future research in the area.

Purpose – This chapter seeks to examine the relationship between three strategic decision-making processes (SDMPs) and international performance of small- and medium-sized enterprises (SMEs).

Methodology/approach – Drawing on a sample of 528 SMEs based in four countries (United States, United Kingdom, Greece and Cyprus), the chapter explores the relationship between formalisation, (hierarchical) decentralisation, lateral communication and international performance. The chapter also investigates the moderating effects of dynamism on the aforementioned relationship.

Findings – Results indicate that formalisation and decentralisation have a positive effect on international performance; whereas lateral communication has no effect. Some evidence exists to support the moderating role of dynamism on the process–international performance link in that decentralisation produces positive effects in stable settings whereas lateral communication produces positive effects in dynamic ones.

Research limitations/implications – This chapter focuses on three SDMP dimensions and one characteristic of the external environment. Future studies are also needed to replicate the findings reported here in other national settings. Also, future studies should consider additional variables.

Practical implications – International performance of the SME can be influenced by how managers are involved in their SDMPs.

Social implications – Given the high role that SMEs have in modern economies for employment and growth, we identify SDMPs that are conducive to their international performance.

Originality/value – This study lies at the intersection of two streams of two complementary streams of research: strategic decision-making and international entrepreneurship. It is one of the first attempts to involve the SDMP stream of research in internationalisation.

This paper aims to examine the relationship between key contextual factors (type of strategic investment decision-making (SIDM), decision uncertainty, organizational goals, financial and non-financial corporate performance, firm size, and decision-maker background) and three significant dimensions of SIDM processes (procedural rationality, strategy formulation and political behaviour).

A survey was mailed to the financial directors of manufacturing companies selected from the UK Financial Analysis Made Easy database. Factor analysis and multiple regression analysis were used to analyse the survey results.

The findings reveal that SIDM is more complex and less systematic than the normative literature suggests, with a combination of contextual factors influencing the decision-making process. Further, the regression results suggest that SIDM is shaped by the interplay of procedural rationality, strategy formulation and political behaviour and that none of these on its own can sufficiently explain SIDM practice.

The survey data are drawn from UK manufacturing companies, so the findings may not be generalisable beyond that context.

The findings suggest a need for firms to recognise that strategy formulation and political aspects of decision-making are as important as “rational” financial analysis in SIDM practice. Further, since SIDM practice is shaped by a combination of contextual factors, a comprehensive overview of these factors is necessary to direct SIDM outcomes.

This study adds to the limited prior research examining the links between contextual factors and SIDM processes. Prior studies have tended to focus on only one dimension, or on limited factors, and have reported inconsistent findings. This paper provides a broader view of the complex nature of SIDM processes.

The purpose of this paper is to explore how characteristics of decision-makers influence internationalization strategies within small and medium-sized enterprises (SMEs), with a particular focus on the strategic decision-making process (SDMP).

This work is based on a sample of 165 decision-makers of SMEs, using hierarchical multiple regression to examine the relationship between the dimensions studied.

The results of a regression analysis suggest that decision-makers tend to follow a more rational SDMP depending on their education level and risk attitude, and the firm’s past international performance. At the same time, the political behaviour of the decision-maker emerges as a character associated with their risk attitude and need for achievement, and it is negatively influenced by age.

This research contributes to the growing literature on SMEs, combining the field of analysis of SDMP with that of international strategy. Moreover, unlike previous studies, which have focused on the top management team, managers, CEOs, or entrepreneurs, this study analyses the characteristics and behaviour of decision-makers.

The purpose of this paper is to examine international decision making, information processing, and related performance implications. The authors aim to explore the relationship between international decision making and problem-solving dissensions related to entry mode decisions. In addition, they aim to investigate the effects of dissension on entry mode performance, and the moderating effect of the foreign direct investment (FDI) vs non-FDI decision as it relates to dissension-mode performance. Despite their significance from an information processing perspective, these issues have not been sufficiently explored in international entry mode research.

This research presents data collected from 233 privately owned internationalized Chinese firms. The analysis in this investigation includes hierarchical ordinary least squares regression.

The findings suggest an inverse U-shaped relationship between dissension and entry mode performance, as opposed to a linear one, and a moderating effect of FDI vs non-FDI decisions on this curvilinear dissension-performance association. These findings support and refine the rationale of the information processing perspective.

These findings add realistic elements to the alleged “rational” international decision-making doctrine assumed in previous entry mode literature. The findings show the importance of the heterogeneity of information processing in entry mode strategic decision-making processes (SDMPs), and its effects on specific decision types. The authors believe that this is the first empirical study to use an information processing perspective to examine the effects of SDMPs on entry mode performance.

The purpose of this paper is to develop and validate the Greek version of the Mediterranean Diet Adherence Screener (MEDAS).

The MEDAS was translated to the Greek language forward and backward, twice and subsequently was administered to 50 healthy adult participants living in Attica, Greece. The participants had to complete the tool twice, within a period of 15 days. Participants also completed the well-recognized Mediterranean Diet Score (MedDietScore), for comparison purposes with the tested tool. Socioeconomic and anthropometric characteristics were also assessed.

There was a moderate association between the Greek MEDAS (MEDAS-Gr) and the MedDietScore [(Pearson r = 0.50, p < 0.001; Intraclass Correlation Coefficient (ICC)=0.46, p = 0.015)]. The concordance between these two questionnaires varied between the items (Intraclass correlation coefficient of 0.62 for fruit at the highest and −0.09 for alcohol consumption). The Cronbach’s a coefficient of reliability for the Greek MEDAS was good (a = 0.62). The two administrations of the MEDAS-Gr produced similar mean total scores (7.6 vs 7.9, p = 0.090), which were correlated (r = 0.71, p < 0.001; ICC = 0.85, p < 0.001) and agreed substantially [k statistic (k)=0.72, 95% CI 0.54–0.89, p < 0.001)].

The MEDAS-Gr seems to be a valid tool for assessing adherence to the Mediterranean diet in the Greek population.

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.

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.

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.

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.

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.

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.

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.

The purpose of this paper is to enhance the knowledge of the antecedents of political behaviour. Whereas political behaviour in strategic decision-making (SDM) has received sustained interest in the literature, empirical examination of its antecedents has been meagre.

The authors conducted a constructive replication to examine the impact of three layers of context, namely, decision, firm and environment, on political behaviour. In Study 1, Greece, we gathered data on 143 strategic decisions, while in Study 2, Egypt, we collected data on 169 strategic decisions.

The evidence suggests that both decision-specific and firm factors act as antecedents to political behaviour, while environmental factors do not.

The findings support enhanced practitioner education regarding political behaviour and provide practitioners with a place from which to start by identifying the factors which might influence the occurrence of political behaviour in SDM.

The paper fills important gaps in the existing research on the influence of context on political behaviour and delineates interesting areas for further research.

Seeks to investigate the extent to which CEOs shape the process of making strategic decisions (SDs). Despite the significant research interest in this topic, knowledge is still incomplete.

Using evidence from a sample of 107 SDs, studied in Greece, the present paper explores the influence of CEO personality and demographic characteristics on the process of making SDs. A number of environmental and internal organisational variables are used as control variables measuring the broader context.

The results suggest that the broader context is on average more influential than the CEO. However, the CEO's demographic characteristics appear to influence several process characteristics (i.e. rationality, hierarchical decentralisation and politicisation). CEO personality characteristics do not appear to have any significant influence on the process.

This paper focuses on only a few personality and demographic characteristics. The use of a different set of CEO characteristics (e.g. functional specialisation, etc.) as well as the characteristics of the top management team is more than welcome. More empirical studies are needed to replicate and extend this study by examining variables not included here.

Conventional wisdom as well as recent empirical evidence holds that the management style of Greek companies tends to be rather centralised, and dominated by one powerful individual. The results contradict this belief. It seems that in order to survive and achieve long‐term viability, Greek companies were forced to introduce changes in their management style, including a more team‐based style of decision making. In such a context, personality characteristics of the CEO or any other single influential player may not decisively affect the SD process.

Few studies have examined empirically the influence of such a combination of factors on strategic decision processes.