Enhancing mental models, analogical transfer, and performance in strategic decision making

2012 ◽  
Vol 33 (11) ◽  
pp. 1229-1246 ◽  
Author(s):  
Michael Shayne Gary ◽  
Robert E. Wood ◽  
Tracey Pillinger
Keyword(s):  
Decision Making ◽  
Mental Models ◽  
Strategic Decision ◽  
Strategic Decision Making ◽  
Analogical Transfer ◽  
And Performance

Team Cognition, Collective Efficacy, and Performance in Strategic Decision-Making Teams

2012 ◽  
Vol 40 (3) ◽  
pp. 381-394 ◽  
Author(s):  
Huey-Wen Chou ◽  
Yu-Hsun Lin ◽  
Shyan-Bin Chou
Keyword(s):  
Decision Making ◽  
Collective Efficacy ◽  
Team Performance ◽  
Strategic Decision ◽  
Strategic Decision Making ◽  
Team Cognition ◽  
Mediating Role ◽  
Collective Mind ◽  
And Performance ◽  
The Impact

With the growing use of teamwork for strategic decision making in organizations, an understanding of the teamwork dynamics in the strategic decision-making process is critical for both researchers and practitioners. By conceptualizing team cognition in terms of a transactive memory system (TMS) and collective mind, in this study we explored the relationships among TMS, collective mind, and collective efficacy and the impact of these variables on team performance. Longitudinal data collected from 98 undergraduates were analyzed. Neither the TMS–team performance relationship nor the collective mind–team performance relationship was significant. Collective efficacy was found to play a mediating role in such relationships. We concluded that team cognition with collective efficacy is beneficial for understanding teamwork dynamics in strategic decision making.

Modeling Strategic Decision Making and Performance Measurements at ICI Pharmaceuticals

1991 ◽  
Vol 21 (6) ◽  
pp. 4-22 ◽  
Author(s):  
Gerd Islei ◽  
Geoff Lockett ◽  
Barry Cox ◽  
Steve Gisbourne ◽  
Mike Stratford
Keyword(s):  
Decision Making ◽  
Strategic Decision ◽  
Strategic Decision Making ◽  
Performance Measurements ◽  
And Performance

scholarly journals Strategic management accounting: information application areas and instruments

2020 ◽  
Vol 21 ◽  
pp. 5
Author(s):  
Kamilė Medeckytė ◽  
Daiva Tamulevičienė
Keyword(s):  
Decision Making ◽  
Strategic Management ◽  
Management Accounting ◽  
Accounting Information ◽  
Strategic Decision ◽  
Enterprise Management ◽  
Strategic Decision Making ◽  
Strategic Management Accounting ◽  
Development Concept ◽  
And Performance

he application of strategic management accounting instruments in corporate governance is a significant tool for gaining a competitive advantage, increasing the existing market share, and improving the company’s performance. The article examines the development, concept, and significance of strategic management accounting. There are five areas of strategic management accounting: 1) costing; 2) planning, control, and performance measurement; 3) strategic decision-making; 4) competitor accounting; 5) customer accounting. The main instruments of each area, their advantages, challenges of implementation in enterprise management, and benefits for the efficiency of the organization have been identified.

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