RESOLVING THE PARADOX OF CONFLICT, STRATEGIC DECISION MAKING, AND ORGANIZATIONAL PERFORMANCE

1994 ◽  
Vol 5 (3) ◽  
pp. 239-253 ◽  
Author(s):  
Allen C. Amason ◽  
David M. Schweiger
Keyword(s):  
Decision Making ◽  
Organizational Performance ◽  
Strategic Decision ◽  
Strategic Decision Making

scholarly journals The Effects of Organizational Design and Decision Making Process on Organizational Performance

2021 ◽  
Vol 04 (11) ◽  
Author(s):  
Ayundha Evanthi ◽  
Keyword(s):  
Decision Making ◽  
Organizational Performance ◽  
Organizational Design ◽  
Research Result ◽  
Strategic Decision ◽  
Strategic Decision Making ◽  
Decision Making Process ◽  
Customer Choice ◽  
Positive Effects

This research was aimed to analyze organizational performance through organizational design and decision making process. Garuda Indonesia was chosen as the case study object of this research, because the condition of organizational design and decision making process were taken through decentralization method. This research result referred that the organizational design and decision making process could affect positively on organizational performance, which in this recent research, the organizational design was proven to deliver positive effects on organizational performance, but only on organic org. form. Garuda Indonesia as a full service airline needed innovation to keep improving and being customer choice, which the strategic decision making was taken through decentralization method according to the dynamic needs in the middle of competitive environment with full of uncertainties.

Corporate foresight and its effect on innovation, strategic decision making and organizational performance (case study: Iranian banking industry)

foresight ◽  
2017 ◽  
Vol 19 (6) ◽  
pp. 559-576
Author(s):  
Mahdi Joneidi Jafari ◽  
Seyed Akbar NiliPourTabataba’i
Keyword(s):  
Decision Making ◽  
Organizational Performance ◽  
Structural Equation ◽  
Banking Industry ◽  
Strategic Decision ◽  
Equation Modeling ◽  
Strategic Decision Making ◽  
Content Type ◽  
Corporate Foresight

Purpose This paper aims to examine the capability of corporate foresight in the organizations and its impacts on innovation, quality of managers’ strategic decision-making and organizational performance in the banking industry of Iran. Design/methodology/approach In the first part, upon introducing corporate foresight from the two process and content perspectives, influential elements in this construct are discussed. Then, corporate foresight’s relationship with innovation and strategic decision-making is examined and its effect on organizational performance is analyzed within a structural model. Using interview and questionnaire, the data research were collected from the banking industry of Iran including 30 banks (state-commercial banks, specialist-state banks, interest-free loan funds and private banks). Through descriptive, inferential statistical analyses and structural equation modeling using SPSS and Smart PLS software, reliability of the measurement model with 576 samples was confirmed. Findings The results show that the corporate foresight playing three roles of initiator, strategist, and opponent affects the innovation. Moreover, the research results suggest that using the data from the foresight and identifying the weak signals, we can reduce the uncertainty and issue prior warnings in order to enhance the quality of manager’s strategic decision making and promote the organizational performance. Originality/value This paper is one of the articles from the sources of the doctoral thesis of Futures Studies as “The relationship between knowledge absorption capacity, corporate foresight and its effect on the performance of the banking industry in Iran”.

The indirect effects of performance measurement system and organizational ambidexterity on performance

2018 ◽  
Vol 24 (5) ◽  
pp. 1176-1199 ◽  
Author(s):  
Elizandra Severgnini ◽  
Valter Afonso Vieira ◽  
Edwin Vladimir Cardoza Galdamez
Keyword(s):  
Decision Making ◽  
Organizational Performance ◽  
Three Dimensions ◽  
Strategic Decision ◽  
Strategic Decision Making ◽  
Organizational Ambidexterity ◽  
Exploration And Exploitation ◽  
Content Type ◽  
Software Companies ◽  
Attention Focus

Purpose Performance measurement systems (PMSs) have long been used for monitoring and improving administrative performance. In parallel, organizational ambidexterity refers to firms that manage different organizational functions and various demands to generate performance. The purpose of this paper is to propose that three dimensions of PMS increase organizational ambidexterity and consequently they influence organizational performance. In this framework, organizational ambidexterity mediates the relationships between three dimensions of PMS and organizational performance. Design/methodology/approach The data were collected through a structured questionnaire sent to Brazilian software companies. Owners, directors, project managers and responsible for company strategy answered the questionnaire. The final sample was 227 Brazilian software firms that answered according to their PMSs and organizational ambidexterity. Findings The results provide four main findings. First, the three dimensions of PMS, namely—attention focus, legitimization and strategic decision-making—influenced organizational ambidexterity. Second, organizational ambidexterity had a major effect on organizational performance. Third, organizational ambidexterity mediated the indirect effects of attention focus, legitimization and strategic decision-making on organizational performance. Fourth, exploration and exploitation—two dimensions of organizational ambidexterity—mediated the indirect effect of the abovementioned PMS dimensions on organizational performance. Research limitations/implications Although there are different dimensions of organizational ambidexterity, this paper is limited to two of the most used ones: exploitation and exploration. In addition, the results were limited to subjective—in contrast to objective—performance measures. Practical implications Software companies can use PMS for attention focus, legitimization of firm’s choices and strategic decision-making to increase their exploration and exploitation capabilities. Moreover, software companies can use strategic decision-making to control existing strategies and establish new strategies for legitimizing ambidextrous choices and thereby support their decision-making process. Originality/value The data showed that not only organizational ambidexterity mediates the effects of the three dimensions of PMS use on performance, but also exploration and exploitation.

EFFECT OF COMPREHENSIVE STRATEGIC DECISION-MAKING AND LONG-TERM ORIENTATION ON THE ORGANIZATIONAL PERFORMANCE OF DAIRY CO-OPERATIVES IN KENYA

2017 ◽  
Vol 2 (3) ◽  
pp. 26
Author(s):  
Joshua Wathanga ◽  
Professor George O. K’Aol ◽  
Dr. Joseph K. Ngugi
Keyword(s):  
Decision Making ◽  
Corporate Governance ◽  
Linear Regression ◽  
Multiple Linear Regression ◽  
Organizational Performance ◽  
Market Orientation ◽  
Product Innovation ◽  
Strategic Decision ◽  
Strategic Decision Making

Purpose: The purpose of this study was to investigate the effect of comprehensive strategic decision-making and long-term orientation on the organizational performance of dairy co-operatives in Kenya.Methodology: The study adopted the positivist research philosophy and descriptive correlational research design. The population of the study consisted of 198 executive directors/managers of active dairy co-operatives in eight counties in the Mt. Kenya region. A sample size of 184 was drawn using stratified random sampling, and data was collected using self-administered questionnaires. The data was then analyzed using descriptive statistics of frequency, mean, and standard deviation. Additionally, inferential data analysis methods of Pearson’s correlation, ANOVA, and multiple linear regression were used to test the hypotheses.Results: The multiple linear regression results indicated that long-term orientation significantly predicted revenue per customer, b = 9.85, t(141) = 3.35, p <.05 and product innovation, b = 1.56, t(141) = 1.43, p < .05. It was also found that revenue per customer explained 49.7% of the variance, (R2 = .497, F(5, 125) = 13.27, p < .05, while ROA explained 29.4 %,  (R2 = .294, F(5, 123) = 9.06, p < .05. Product innovation explained 41.2% of the variance, (R2 = 0.412, F(9, 120) = 9.35, p < .05. In relation to the moderating variable, the regression results revealed that market orientation significantly predicted revenue per customer, b = 1.64, t(141) = 7.66, p < .05; ROA, b = 2.14, t(141) = 3.35, p < .05; and product innovation, b =1.89, t(141) = .53, p < .05. It was also found that revenue per customer explained 49.7% of the variance, (R2 = .497, F(5, 125) =13.27, p < .05, while ROA explained 29.4 %, and product innovation explained 41.2%. However, the results showed that market orientation did not significantly moderate the relationship between corporate governance and organizational performance. Comprehensive strategic decision-making was not significant in explaining revenue per customer, ROA, and product innovation.Unique contribution to theory, practice and policy: While previous studies on corporate governance of co-operatives have relied largely on agency theory and shareholder wealth maximization, this study was based on stewardship theory to show its effect on the organizational performance of dairy co-operatives. The inclusion of market orientation as a moderating variable is of great interest to academia in establishing a better link between corporate governance of co-operatives and similar agricultural enterprises, and their performance. The co-operative sector, other social enterprises and the government of Kenya will benefit from this study as its results can help identify the areas for governance policy development as well as regulatory legislation needed by the sector so as to improve dairy farming for the farmers and the national economy as a whole.

Research: Franchising and Strategic Decision Making

1997 ◽  
Vol 21 (1) ◽  
pp. 160-178 ◽  
Author(s):  
Chris Roberts
Keyword(s):  
Decision Making ◽  
Organizational Performance ◽  
Strategic Choice ◽  
Top Management Teams ◽  
Managerial Discretion ◽  
Strategic Decision ◽  
Strategic Decision Making ◽  
Study Results ◽  
Independent Hotels ◽  
Core Capabilities

The linkage between the strategic choice to franchise, consensus and organizational performance is empirically tested among top management teams (TMTs) in 44 hotels. The study results show that limits on managerial discretion imposed by franchising do direct the focus of strategic decision making. In achieving organizational performance, independent hotels focused more on reaching team consensus on core capabilities and franchised firms rely more upon team consensus on goals and means.

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