Ebook: Strategic Decisions

Over the past ten years, there has been growing interest in the process of strategic decision-making among both managers and researchers. Strategic decisions are important for five main reasons: They are large-scale, risky and hard to reverse; they are a bridge between deliberate and emerging strategies; they can be a major source of organizational learning; they play an important part in the development of individual managers and they cut accross functions and academic disciplines. Strategic Decisions summarizes the current state of the art in research on strategic decision-making, with chapters prepared by leading strategy researchers. The editors also present implications for current application and proposed directions for future research.

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Over the past ten years, there has been growing interest in the process of strategic decision-making among both managers and researchers. Strategic decisions are important for five main reasons: They are large-scale, risky and hard to reverse; they are a bridge between deliberate and emerging strategies; they can be a major source of organizational learning; they play an important part in the development of individual managers and they cut accross functions and academic disciplines. Strategic Decisions summarizes the current state of the art in research on strategic decision-making, with chapters prepared by leading strategy researchers. The editors also present implications for current application and proposed directions for future research.

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Over the past ten years, there has been growing interest in the process of strategic decision-making among both managers and researchers. Strategic decisions are important for five main reasons: They are large-scale, risky and hard to reverse; they are a bridge between deliberate and emerging strategies; they can be a major source of organizational learning; they play an important part in the development of individual managers and they cut accross functions and academic disciplines. Strategic Decisions summarizes the current state of the art in research on strategic decision-making, with chapters prepared by leading strategy researchers. The editors also present implications for current application and proposed directions for future research.
Content:
Front Matter....Pages i-viii
Strategic Decisions: An Introduction....Pages 1-15
Process Research on Strategic Decisions: A Personal Perspective....Pages 17-33
Strategic Decision Making: A Contingency Framework, and Beyond....Pages 35-50
Good and Bad Conflict in Strategic Decision Making....Pages 51-63
Taming Interpersonal Conflict in Strategic Choice: How Top Management Teams Argue, but Still Get Along....Pages 65-83
Diversity, Eccentricity, and Devil’s Advocacy....Pages 85-94
Timing and Intuition in Strategic Decision Making....Pages 95-106
Strategic Investment Decisions and Short-Termism: Germany Versus Britain....Pages 107-125
Strategic Investment Decisions in China....Pages 127-143
Strategic Decisions and Corporate Governance in Japan....Pages 145-161
Spinning a Complex Web: Links between Strategic Decision Making Context, Content, Process, and Outcome....Pages 163-178
The Effects of Context on Strategic Decision Making Processes and Outcomes....Pages 179-203
Successful and Unsuccessful Tactics in Decision Making....Pages 205-228
A Multi-Theoretic Model of Strategic Decision Making Processes....Pages 229-249
Strategic Decision Making as Improvisation....Pages 251-257
Strategy and Decision Processes: What is the Linkage?....Pages 259-266
What Can We Tell Managers about Making Strategic Decisions?....Pages 267-287
Research on Strategic Decisions: Where Do We Go from Here?....Pages 289-302
Back Matter....Pages 303-319

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Over the past ten years, there has been growing interest in the process of strategic decision-making among both managers and researchers. Strategic decisions are important for five main reasons: They are large-scale, risky and hard to reverse; they are a bridge between deliberate and emerging strategies; they can be a major source of organizational learning; they play an important part in the development of individual managers and they cut accross functions and academic disciplines. Strategic Decisions summarizes the current state of the art in research on strategic decision-making, with chapters prepared by leading strategy researchers. The editors also present implications for current application and proposed directions for future research.
Content:
Front Matter....Pages i-viii
Strategic Decisions: An Introduction....Pages 1-15
Process Research on Strategic Decisions: A Personal Perspective....Pages 17-33
Strategic Decision Making: A Contingency Framework, and Beyond....Pages 35-50
Good and Bad Conflict in Strategic Decision Making....Pages 51-63
Taming Interpersonal Conflict in Strategic Choice: How Top Management Teams Argue, but Still Get Along....Pages 65-83
Diversity, Eccentricity, and Devil’s Advocacy....Pages 85-94
Timing and Intuition in Strategic Decision Making....Pages 95-106
Strategic Investment Decisions and Short-Termism: Germany Versus Britain....Pages 107-125
Strategic Investment Decisions in China....Pages 127-143
Strategic Decisions and Corporate Governance in Japan....Pages 145-161
Spinning a Complex Web: Links between Strategic Decision Making Context, Content, Process, and Outcome....Pages 163-178
The Effects of Context on Strategic Decision Making Processes and Outcomes....Pages 179-203
Successful and Unsuccessful Tactics in Decision Making....Pages 205-228
A Multi-Theoretic Model of Strategic Decision Making Processes....Pages 229-249
Strategic Decision Making as Improvisation....Pages 251-257
Strategy and Decision Processes: What is the Linkage?....Pages 259-266
What Can We Tell Managers about Making Strategic Decisions?....Pages 267-287
Research on Strategic Decisions: Where Do We Go from Here?....Pages 289-302
Back Matter....Pages 303-319
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