A field research on the relationship between strategic decision‐making speed and innovation performance in the case of Turkish large‐scale firms

2008 ◽  
Vol 46 (5) ◽  
pp. 709-724 ◽  
Author(s):  
Cemal Zehir ◽  
Mehtap Özşahin
Keyword(s):  
Decision Making ◽  
Large Scale ◽  
Field Research ◽  
Innovation Performance ◽  
Strategic Decision ◽  
Strategic Decision Making ◽  
The Relationship

scholarly journals From Strategic Management to Information Strategy Management It will be possible to increase the available time Strategic Decision Making?

2021 ◽  
Vol 04 (05) ◽  
Author(s):  
Jose Rascão ◽  
Keyword(s):  
Decision Making ◽  
Global Economy ◽  
Relevant Information ◽  
Strategy Management ◽  
Strategic Decision ◽  
Industrial Society ◽  
Strategic Decision Making ◽  
Process Understanding ◽  
Decision Making System ◽  
The Relationship

This article investigates the main concepts and activities of information,while it is in the strategic decision-making system, treated by literature. Since information has become the source of value of the global economy for organizations, information plays a key role in contributingto the development oforganizations' performance by selecting business-relevant information. The relationship between strategic information management and business activities contributes to the strategic decision-making processfor a more effective and efficient decision-making process. Understanding the importance of information as a strategic resource in the management of organizations is becoming more important for strategists, than the formulation ofstrategic models,of industrial society. In the 21st century no Manager will be able to define and implement the strategy successfully, without a basic understanding of information for strategic decision making.

Information Systems for the Management of the Organizations

2018 ◽  
pp. 313-346
Author(s):  
Antonio Juan Briones Penalver
Keyword(s):  
Decision Making ◽  
Global Economy ◽  
Relevant Information ◽  
First Century ◽  
Strategic Decision ◽  
Industrial Society ◽  
Strategic Decision Making ◽  
Relationship Of ◽  
The Relationship ◽  
Selection Of

This chapter investigates the main concepts and activities of information in strategic decision-making systems. Since information became the global economy value source for organizations, information assumes a key role in contributing to the development of the performance of organizations through the selection of relevant information for businesses. The relationship of the strategic management of information with business activities contributes to the process of strategic decision making for more effective and efficient decisions. The understanding of the importance of information as a strategic resource in the management of organizations is becoming more important to strategists than the formulation of strategy models of industrial society. In the twenty-first century, no manager will be able to set and implement the strategy successfully without a basic understanding of information for strategic decision making.

The role of heuristic-driven biases in entrepreneurial strategic decision-making: evidence from an emerging economy

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Maqsood Ahmad ◽  
Syed Zulfiqar Ali Shah ◽  
Yasar Abbass
Keyword(s):  
Decision Making ◽  
Emerging Economy ◽  
Strategic Decision ◽  
Strategic Decision Making ◽  
Decision Making Process ◽  
Strategic Decisions ◽  
Content Type ◽  
The Relationship

PurposeThis article aims to clarify the mechanism by which heuristic-driven biases influence the entrepreneurial strategic decision-making in an emerging economy.Design/methodology/approachEntrepreneurs' heuristic-driven biases have been measured using a questionnaire, comprising numerous items, including indicators of entrepreneurial strategic decision-making. To examine the relationship between heuristic-driven biases and entrepreneurial strategic decision-making process, a 5-point Likert scale questionnaire has been used to collect data from the sample of 169 entrepreneurs who operate in small- and medium-sized enterprises (SMEs). The collected data were analyzed using SPSS and Amos graphics software. Hypotheses were tested using structural equation modeling (SEM) technique.FindingsThe article provides empirical insights into the relationship between heuristic-driven biases and entrepreneurial strategic decision-making. The results suggest that heuristic-driven biases (anchoring and adjustment, representativeness, availability and overconfidence) have a markedly negative influence on the strategic decisions made by entrepreneurs in emerging markets. It means that heuristic-driven biases can impair the quality of the entrepreneurial strategic decision-making process.Practical implicationsThe article encourages entrepreneurs to avoid relying on cognitive heuristics or their feelings when making strategic decisions. It provides awareness and understanding of heuristic-driven biases in entrepreneurial strategic decisions, which could be very useful for business actors such as entrepreneurs, managers and entire organizations. Understanding regarding the role of heuristic-driven biases in entrepreneurial strategic decisions may help entrepreneurs to improve the quality of their decision-making. They can improve the quality of their decision-making by recognizing their behavioral biases and errors of judgment, to which we are all prone, resulting in a more appropriate selection of entrepreneurial opportunities.Originality/valueThe current study is the first to focus on links between heuristic-driven bias and the entrepreneurial strategic decision-making in Pakistan—an emerging economy. This article enhanced the understanding of the role that heuristic-driven bias plays in the entrepreneurial strategic decisions and more importantly, it went some way toward enhancing understanding of behavioral aspects and their influence on entrepreneurial strategic decision-making in an emerging market. It also adds to the literature in the area of entrepreneurial management specifically the role of heuristics in entrepreneurial strategic decision-making; this field is in its initial stage, even in developed countries, while, in developing countries, little work has been done.

Strategic decision-making

2018 ◽  
Vol 41 (1) ◽  
pp. 2-28 ◽  
Author(s):  
Satyanarayana Parayitam ◽  
Chris Papenhausen
Keyword(s):  
Decision Making ◽  
Conflict Management ◽  
Strategic Decision ◽  
Strategic Decision Making ◽  
Decision Making Process ◽  
Content Type ◽  
Decision Outcomes ◽  
Seeking Behavior ◽  
The Relationship

Purpose This paper aims to investigate the effect of cooperative conflict management on agreement-seeking behavior, agreement-seeking behavior on decision outcomes, moderating role of competence-based trust on the relationship between agreement-seeking behavior and decision outcomes, and mediating role of agreement-seeking behavior between cooperative conflict management and decision outcomes. Design/methodology/approach Using a structured survey instrument, this paper gathered data from 348 students enrolled in a strategic management capstone course that features strategic decision-making in a simulated business strategy game. The data from 94 teams were collected from the student population using a carefully administered instrument. The data were aggregated after running the inter-rater agreement test and the analyzed to test the hypotheses. Findings The results from the hierarchical regression of the complex moderated mediation model reveal that cooperative conflict management is positively related to agreement-seeking behavior, and agreement-seeking behavior mediates the relationship between cooperative conflict management and decision outcomes. The results also suggest that competence-based trust acts as a moderator in the relationship between agreement-seeking behavior and decision quality; agreement-seeking behavior and team effectiveness, and agreement-seeking behavior and decision commitment. Results also support mediation of agreement-seeking behavior between cooperative conflict management and decision outcomes. Research limitations/implications The present research is based on self-report measures, and hence, the limitations of social desirability bias and common method bias are inherent. However, adequate care is taken to minimize these limitations. The research has implications for the strategic decision-making process literature. Practical implications In addition to the strategic management literature, this study contributes to practicing managers. The study suggests that competence-based trust plays a vital role in decision effectiveness. Administrators need to select the members in the decision-making process who have competence-based trust on one another and engage in agreement-seeking behavior. Social implications The findings from the study help in creating a fruitful social environment in organizations. Originality/value This study provides new insights about the previously unknown effects of cooperative conflict management and agreement-seeking behavior in strategic decision-making process.

Cultural Integration with Strategic Decision-Making Process in Determining Innovation Performance

2017 ◽  
pp. 522-555
Author(s):  
Ekaterini Galanou ◽  
Marios Katsioloudes
Keyword(s):  
Decision Making ◽  
Innovation Performance ◽  
Strategic Decision ◽  
Outcome Variable ◽  
Strategic Decision Making ◽  
Cultural Integration ◽  
Decision Making Process ◽  
Public And Private ◽  
Product Service ◽  
Context Specific

This chapter presents an empirical study that examines the co-alignment between the Strategic Decision-Making Process (SDMP) and cultural contextual factors in developing a more completely specified model of innovation performance in a different setting from the Arab Middle East, namely Qatar. The key variables in this model consist of four strategic decision-making process dimensions (speed, degree of rationality, political behavior, and individual involvement), four culture attributes (locus of control, decision style, collectivistic orientation, and hierarchy), and innovation performance as an outcome variable in terms of process and product/service practice. The survey from 140 public and private organizations improves our understanding in three major issues: first, that SDM practices have a direct and more significant impact on process innovation performance than product/service innovation performance; second, that innovation performance is both process- and context-specific; and third, certain characteristics of the location support culture-specific awareness.

A model for examining the effects of communication on innovation performance: emphasis on the intermediary role of strategic decision-making speed

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Fariborz Rahimnia ◽  
Homa Molavi
Keyword(s):  
Decision Making ◽  
Data Analysis ◽  
Innovation Performance ◽  
Strategic Decision ◽  
Equation Modeling ◽  
Strategic Decision Making ◽  
Decision Making Process ◽  
Content Type ◽  
Intermediary Role

PurposeIn recent years, rapid changes in the economic situation and high levels of competition have increased the need for innovation in order to gain success. In such circumstances, organizational strategists are considered as critical in determining the success or failure of organizations. Using innovation in various aspects of organizational operations is the most important factor to achieve sustainable competitive advantages in industry. As a result, analyzing the effective factors involved in promoting the efficiency of innovative activities in the organization and ways of achieving it are of utmost importance. Thus, this paper examines the relationship between communication and innovation performance with respect to the intermediary role of strategic decision-making process speed.Design/methodology/approachThe present study has used quantitative methodology and questionnaire to collect data from 450 managers and members who are involved in the decision-making process in 150 companies operating in the food-industry sector. Data analysis was done by using structural equation modeling and AMOS software.FindingsThe results of the data analysis suggest that communication and strategic decision-making speed possess a significant positive impact on innovation performance. Also, strategic decision-making speed has sufficiently played the intermediary role between communication and innovation performance.Originality/valueThis survey specifies the effects of communication on the success of making fast strategic decision and innovation performance which aid Iranian food companies to tackle one of the managerial challenges: postponing strategic decisions due to lack of efficient communication to get information. In addition, to the best of the authors' knowledge, this essay is a first in Iran.

Relationship between top management team internal social capital and strategic decision-making speed

Kybernetes ◽  
2016 ◽  
Vol 45 (10) ◽  
pp. 1617-1636 ◽  
Author(s):  
Jiajun Gu ◽  
Fenghua Xie ◽  
Xingsi Wang
Keyword(s):  
Decision Making ◽  
Social Capital ◽  
Positive Impact ◽  
Top Management Team ◽  
Management Team ◽  
Strategic Decision ◽  
Strategic Decision Making ◽  
Behavioral Integrity ◽  
Content Type ◽  
The Relationship

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.

Cultural Integration with Strategic Decision-Making Process in Determining Innovation Performance

2015 ◽  
pp. 188-221
Author(s):  
Ekaterini Galanou ◽  
Marios Katsioloudes
Keyword(s):  
Decision Making ◽  
Innovation Performance ◽  
Strategic Decision ◽  
Outcome Variable ◽  
Strategic Decision Making ◽  
Cultural Integration ◽  
Decision Making Process ◽  
Public And Private ◽  
Product Service ◽  
Context Specific

This chapter presents an empirical study that examines the co-alignment between the Strategic Decision-Making Process (SDMP) and cultural contextual factors in developing a more completely specified model of innovation performance in a different setting from the Arab Middle East, namely Qatar. The key variables in this model consist of four strategic decision-making process dimensions (speed, degree of rationality, political behavior, and individual involvement), four culture attributes (locus of control, decision style, collectivistic orientation, and hierarchy), and innovation performance as an outcome variable in terms of process and product/service practice. The survey from 140 public and private organizations improves our understanding in three major issues: first, that SDM practices have a direct and more significant impact on process innovation performance than product/service innovation performance; second, that innovation performance is both process- and context-specific; and third, certain characteristics of the location support culture-specific awareness.

Information Systems for the Management of Organizations

2018 ◽  
pp. 443-475
Author(s):  
José Rascão
Keyword(s):  
Decision Making ◽  
Global Economy ◽  
Relevant Information ◽  
First Century ◽  
Strategic Decision ◽  
Industrial Society ◽  
Strategic Decision Making ◽  
Decision Making System ◽  
Relationship Of ◽  
The Relationship

This chapter investigates the main concepts and activities of information in a strategic decision-making system as treated by the literature. Since information became the global economy value source for organizations, the information assumes a key role in contributing to the development of the performance of organizations through the selection of relevant information for their business. The relationship of the strategic management of information with business activities contributes to the process of strategic decision making for a more effective and efficient decision. The understanding of the importance of information as a strategic resource in the management of organizations is becoming more important to strategists than were the formulation of strategy models of industrial society. In the twenty-first century no manager will be able to set and implement the strategy successfully without a basic understanding of information for strategic decision making.

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