Decision-making as performative struggle

2014 ◽  
Vol 3 (2) ◽  
pp. 224-245 ◽  
Author(s):  
Sander Merkus ◽  
Jaap De Heer ◽  
Marcel Veenswijk
Keyword(s):  
Decision Making ◽  
Meaning Making ◽  
Methodological Approach ◽  
Strategic Decision ◽  
Strategic Decision Making ◽  
Ethnographic Research ◽  
Decision Making Process ◽  
Political Dimension ◽  
Content Type ◽  
The World

Purpose – The purpose of this paper is to introduce the concept of performative struggle through the use of an interpretative case story focussed on a strategic decision-making process concerning infrastructural development. Performativity is about “world-making” (Carter et al., 2010), based on the assumption that conceptual schemes are not only prescriptions of the world, for the practices flowing from these abstract ideas bring into being the world they are describing. The focus on agency and multiplicity in the academic debate on performativity in organizational settings are combined, resulting in the conceptualization of a multitude of performative agents struggling to make the world. Design/methodology/approach – The methodological approach of this paper is based on an interpretative analysis of contrasting narratives that are told by political-executives in a strategic decision-making process. These narratives are based on in-depth interviews and participant observation. The interpretative case story, exhibiting the strategic decision-making practices of Aldermen, Delegates and Ministers – focusses on the moments of performative struggle based on strategic narrative practices. Findings – The interpretative case story will exhibit the way in which a multiplicity of agents reflects on the performative dimension of the decision-making process, anticipates on its performative effects and attempts to manipulate the strategic vision that is actualized into reality. Moreover, the agents are not primarily concerned with the actualization of a specific infrastructural project; they are more concerned with the consequences of decision making for their more comprehensive strategic visions on reality. Research limitations/implications – The notion of performative struggle has not yet been explicitly studied by scholars focussing on performativity. However, the concept can be used as an appropriate lens for studying meaning making within ethnographic studies on organizational processes such as for instance culture change intervention and strategy formation. The concept of performative struggle is especially useful for understanding the political dimension of meaning making when studying an organizational life-world through the use of ethnographic research. Originality/value – The originality of this paper lies in the innovative conceptualization of struggle between a multiplicity of reflexive agents in the debate on performative world-making. Moreover, the incorporation of the perspective of performative struggle within organizational ethnographic research is valuable for the development of organizational ethnographic methodology.

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.

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.

scholarly journals Evaluating the effectiveness of serious games in facilitating strategic decisions-making under COVID-19 crisis conditions

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Avo Schönbohm ◽  
Tingyue Viktoria Zhang
Keyword(s):  
Decision Making ◽  
Conceptual Model ◽  
Serious Games ◽  
Cognitive Biases ◽  
Economic Recession ◽  
Strategic Decision ◽  
Strategic Decision Making ◽  
Decision Making Process ◽  
Strategic Decisions ◽  
Content Type

PurposeThis research seized the COVID-19 pandemic-induced economic recession as a strategic response background to answer whether serious games (SGs) can be effectively applied to facilitate the strategic decision-making process.Design/methodology/approachThis paper develops a conceptual model and hypotheses based on the strategic formulation and SGs literature. Virtual-gamified workshops treat four companies in a quasi-experimental framework applying an action research design approach. The data were analysed triangularly from the observations, the focus group interviews and the surveys.FindingsA SG facilitates conveying conceptual recession management knowledge and structures the decision-making process. It incentivises creativity and motivation. Meanwhile, it is a tool to mitigate human errors due to cognitive biases. More importantly, it offers a new means to improve strategic decision-making adapted to different cases. The variety of game elements expands possibilities for different needs.Originality/valueThis paper creatively bridges the gap between strategic decision facilitation and serious gaming in a crisis. It contributes a conceptual model and provides practical insights into SGs mechanics for companies.

Optimum spending on cybersecurity measures

2020 ◽  
Vol 14 (3) ◽  
pp. 417-431 ◽  
Author(s):  
Tara Kissoon
Keyword(s):  
Decision Making ◽  
Pilot Study ◽  
Information Security ◽  
Strategic Decision ◽  
Survey Study ◽  
Strategic Decision Making ◽  
Decision Making Process ◽  
Exploratory Research ◽  
Security Measures ◽  
Content Type

Purpose This purpose of this paper is to provide insight through analysis of the data collected from a pilot study, into the decision-making process used by organizations in cybersecurity investments. Leveraging the review of literature, this paper aims to explore the strategic decisions made by organizations when implementing cybersecurity controls, and identifies economic models and theories from the economics of information security, and information security investment decision-making process. Using a survey study method, this paper explores the feasibility for development of a strategic decision-making framework that may be used when evaluating and implementing cybersecurity measures. Design/methodology/approach A pilot study was conducted to evaluate the ways in which decisions are made as it relates to cybersecurity spending. The purpose of the pilot study was to determine the feasibility for developing a strategic framework to minimize cybersecurity risks. Phase 1 – Interview Study: The qualitative approach focused on seven participants who provided input to refine the survey study questionnaire. Phase 2 – Survey Study: The qualitative approach focused on information gathered through an online descriptive survey study using a five-point Likert scale. Findings The literature review identified that there is limited research in the area of information security decision making. One paper was identified within this area, focusing on the research completed by Dor and Elovici [22]. This exploratory research demonstrates that although organizations have actively implemented cybersecurity frameworks, there is a need to enhance the decision-making process to reduce the number and type of breaches, along with strengthening the cybersecurity framework to facilitate a preventative approach. Research limitations/implications The partnership research design could be expanded to facilitate quantitative and qualitative techniques in parallel with equal weight, leveraging qualitative techniques, an interview study, case study and grounded theory. In-depth data collection and analysis can be completed to facilitate a broader data collection which will provide a representative sample and achieve saturation to ensure that adequate and quality data are collected to support the study. Quantitative analysis through statistical techniques (i.e. regression analysis) taking into account, the effectiveness of cybersecurity frameworks, and the effectiveness of decisions made by stakeholders on implementing cybersecurity measures. Practical implications This exploratory research demonstrates that organizations have actively implemented cybersecurity measure; however, there is a need to reduce the number and type of breaches, along with strengthening the cybersecurity framework to facilitate a preventative approach. In addition, factors that are used by an organization when investing in cybersecurity controls are heavily focused on compliance with government and industry regulations along with opportunity cost. Lastly, the decision-making process used when evaluating, implementing and investing in cybersecurity controls is weighted towards the technology organization and, therefore, may be biased based on competing priorities. Social implications The outcome of this study provides greater insight into how an organization makes decisions when implementing cybersecurity controls. This exploratory research shows that most organizations are diligently implementing security measures to effectively monitor and detect cyber security attacks. The pilot study revealed that the importance given to the decisions made by the CIO and Head of the Business Line have similar priorities with regard to funding the investment cost, implementing information security measures and reviewing the risk appetite statement. This parallel decision-making process may potentially have an adverse impact on the decision to fund cybersecurity measures, especially in circumstances where the viewpoints are vastly different . Originality/value Cybersecurity spend is discussed across the literature, and various approaches, methodologies and models are used. The aim of this paper is to explore the strategic decision-making approach that is used by organizations when evaluating and implementing cybersecurity measures. Using a survey study method, this paper explores the feasibility for development of a strategic decision-making framework that may be used when evaluating and implementing cybersecurity measures.

An exemplar of open strategy: decision-making within multi-sector collaborations

2016 ◽  
Vol 54 (7) ◽  
pp. 1595-1614 ◽  
Author(s):  
Thomas G Pittz ◽  
Terry Adler
Keyword(s):  
Decision Making ◽  
Strategic Decision ◽  
Strategic Decision Making ◽  
Future Research ◽  
Decision Making Process ◽  
Strategic Decisions ◽  
Public And Private ◽  
Content Type ◽  
Goal Interdependence ◽  
Open Strategy

Purpose – Collaborations and partnerships that span economic sectors heighten the complexity of decision-making processes and introduce challenges for structuring collective action. As hybrid organizations designed for cooperation, multi-sector partnerships involving firms from the private, public, and nonprofit industries are more likely to utilize a platform of open strategy than their single-sector counterparts. Through studying the decision-making process of multi-sector partnerships, the purpose of this paper is to suggest that the formative extra-organizational boundary conditions of these partnerships create fertile ground for a platform of open strategy. Design/methodology/approach – This manuscript presents a thorough analysis of the literature regarding multi-sector partnerships and the construct of open strategy to consider the importance of goal interdependence and strategic openness in the strategic decision-making process. The combination of these research streams results in a theoretical model of open strategy to be validated in the multi-sector partnership context. Findings – Partnerships that span multiple market sectors (multi-sector partnerships (MSPs)) are often founded on cooperation as opposed to competition and this fundamental distinction impacts organizational strategy and, more specifically, the manner in which strategic decisions are made. As proposed, the open strategy process model outlined in this work relies on goal interdependence, stakeholder legitimacy, participatory decision making, transparency, and inclusiveness as core components. Research limitations/implications – Future research that considers the implications of open strategy on performance and other organizational outcomes in the MSP context is warranted. Similarly, future research could ascertain the effects of open strategy on individual-level outcomes such as job satisfaction, organizational commitment, turnover, and related constructs. Additionally, later scholarship in the context of MSPs could serve to illuminate the possible effects of strategic openness on the social structures of partner organizations as well as highlight possible unintended consequences of its implementation. Practical implications – In practical terms, this research provides direction for managers of MSPs, particularly during the formative phases of collaboration. Establishing a clear recognition of interdependence toward partnership goals is demonstrated to be a valuable first step for establishing the preconditions for a platform of strategic openness. Subsequently, implementing techniques and disciplines to enhance the inclusiveness and transparency of information, to foster participation in decision making, and to recognize all stakeholders with a claim on outcomes during the strategic decision-making process combine to achieve the outcomes demonstrated by early adopters of open strategy. Social implications – This research has the potential to further the understanding of several questions arising from collaboration scholarship such as: what are the strategies and capabilities required to succeed in managing organizational forms that fuse and cross well-established public and private sector boundaries? How can public and private actors mutually learn and develop such capabilities? The authors hope that by putting forth this new model of open strategy in multi-sector social partnerships, the authors can stimulate both practice and empirical study to separate the general principles from the contingencies. The weighty social issues of the day can benefit from these efforts. Originality/value – This work links, both theoretically and conceptually, heretofore disparate streams of literature to outline a process by which strategic decisions are made in multi-sector collaborations. Traditional notions of competitive strategy have been demonstrated to be inadequate to guide theory and practice regarding the decision-making process within multi-sector collaborations. This work attempts to resolve that deficiency by considering goal interdependence and various dimensions of strategic openness (inclusiveness, transparency, stakeholder legitimacy, and participatory decision making) as aspects of cooperative strategy. The resulting model contributes to the instrumental view of stakeholder theory, the conceptual richness of the open strategy construct, and suggests a normative governance platform for multi-sector partnerships.

The dynamics of financial information and non-financial environmental, social and governance information in the strategic decision-making process

2019 ◽  
Vol 12 (3) ◽  
pp. 314-329 ◽  
Author(s):  
Martin Esch ◽  
Mike Schulze ◽  
Andreas Wald
Keyword(s):  
Decision Making ◽  
Financial Information ◽  
Strategic Decision ◽  
Strategic Decision Making ◽  
Decision Making Process ◽  
Senior Executives ◽  
Integrated Reporting ◽  
Content Type ◽  
Different Types ◽  
Types Of Information

Purpose The purpose of this paper is to link the fields of research on strategic decision (SD) making and integrated reporting (IR) and advances knowledge of the concept of integrated thinking by describing how financial information and non-financial environmental, social and governance (ESG) information are used in different phases of the strategic decision-making process (SDMP). Design/methodology/approach In total, 15 senior executives from twelve different industries were asked about the importance of different types of information within SDMPs. The data were analyzed by means of content analysis. Findings The authors derive a four-phase model and explicate the utilization of financial information and non-financial ESG information within each phase. The findings show that both types of information affect SDMPs, but the importance of each type differs among the phases. Practical implications This study offers practitioners a yardstick against which to compare how they use different types of information throughout the SDMP. Originality/value This paper provides a conceptual model of integrated thinking in SD making by connecting two separate fields of research. This connection will permit deeper study of the field of information and its implications for SD making. The present investigation shows that IR can promote integrated thinking in companies, as the broader range of information at hand allows companies to form a holistic picture of internal management questions and incorporate information that has not been previously prepared or associated with existing information.

Looking forward instead of backward

2020 ◽  
Vol 13 (3) ◽  
pp. 377-392
Author(s):  
Desmond Ng
Keyword(s):  
Decision Making ◽  
Research Question ◽  
Behavioral Research ◽  
Strategic Decision ◽  
Strategic Decision Making ◽  
Decision Making Process ◽  
Content Type ◽  
Past Experiences ◽  
Practical Implications ◽  
Forward Looking

PurposeAccording to behavioral research, aspirations influence a firm's search – exploitive and explorative – for solutions that satisfy a firm's goals. Yet, such goal seeking behavior is adaptive to a firm's past experiences and not to a manager's expectations of its firm's future. A manager's expectations are often explained in terms of their confidence in future events. The purpose of this study is to address the following research question: how does a manager's confidence influence its expectations of a firm's future performance and goals; and how do these future expectations influence a firm's exploitive/explorative search?Design/methodology/approachIn drawing on cognition and legitimacy research, a conceptual model was developed to explain the antecedents and outcomes of a firm's “forward-looking” aspirations. The antecedents to a firm's forward-looking aspirations are attributed to a manager's overconfidence – anchoring, confirmation and availability – biases. In using strategic legitimacy explanations, these biases introduce distinct types of forward-looking (exploitive/explorative) search that legitimize/de-legitimize a manager's forward-looking aspirations.FindingsA key finding of this study is that it introduces a strategic decision-making process in which a firm's exploitive/ explorative search is adaptive toward its forward-looking aspirations.Research limitations/implicationsThis forward-looking strategic decision-making process offers research implications to understand how a firm's future goals and expectations can offer new understandings of their past experiences and traditions and explains how a manager's overconfidence biases can influence the assessment of a firm's social aspirational groups.Practical implicationsIn addition, this study also offers practical implications in which illustrative examples are used to explain this study's forward-looking strategic decision-making process.Originality/valueA distinct contribution of this study is that it introduces a forward-looking orientation that has not been previously examined the backward focus of behavioral research.

Understanding how the contextual variables influence political behaviour in strategic decision-making

2014 ◽  
Vol 7 (3) ◽  
pp. 226-250 ◽  
Author(s):  
Said Elbanna ◽  
Ioannis C. Thanos ◽  
Vassilis M. Papadakis
Keyword(s):  
Decision Making ◽  
Strategic Decision ◽  
Strategic Decision Making ◽  
Strategic Decisions ◽  
Empirical Examination ◽  
Content Type ◽  
Political Behaviour ◽  
Practitioner Education ◽  
The Impact ◽  
Practical Implications

Purpose – 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. Design/methodology/approach – 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. Findings – The evidence suggests that both decision-specific and firm factors act as antecedents to political behaviour, while environmental factors do not. Practical implications – 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. Originality/value – The paper fills important gaps in the existing research on the influence of context on political behaviour and delineates interesting areas for further research.

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