scholarly journals Deciding Fast: Examining the Relationship between Strategic Decision Speed and Decision Quality across Multiple Environmental Contexts

2020 ◽  
Author(s):  
Neil Gareth Shepherd ◽  
Erik A. Mooi ◽  
Said Elbanna ◽  
John M. Rudd
Keyword(s):  
Strategic Decision ◽  
Decision Quality ◽  
Decision Speed ◽  
The Relationship

scholarly journals A Relationship Model between Top Management Team Cognitive Heterogeneity and Strategic Decision Quality and Its Implications for Sustainability

Complexity ◽  
2020 ◽  
Vol 2020 ◽  
pp. 1-12
Author(s):  
Qiannan Wang ◽  
Yuhui Ge ◽  
Cuihua Hu
Keyword(s):  
Top Management Team ◽  
Management Team ◽  
Strategic Decision ◽  
Decision Quality ◽  
Top Management ◽  
Strategic Decisions ◽  
Entrepreneurial Spirit ◽  
Cognitive Heterogeneity ◽  
The Relationship

To achieve sustainable development, a top management team (TMT) and the quality of its strategic decisions on sustainability are critical. This paper builds a relationship model between top management team (TMT) cognitive heterogeneity and the quality of strategic decisions. This research is important because TMT cognitive heterogeneity can comport decision-making schemes with complex and changing environments. Specifically, this paper explores the intermediary role of the team fusion process composed of different shareholders’ agents in integrating TMT heterogeneous cognition to improve the quality of strategic decisions. It adopts the upper echelon theory, which proposes that decision-makers have limited rationality and face difficulty in collecting and analyzing information in complex and changing environments. A questionnaire survey of 107 Chinese enterprises was conducted. Through the research framework of “cognitive heterogeneity–team fusion–strategic decision quality,” this paper constructs a moderated mediator model with entrepreneurial spirit as the moderating variable. Based on statistical analysis, the following results and contributions are obtained. First, TMT cognitive heterogeneity positively affected strategic decision quality. Second, two dimensions of team fusion—information integration and emotional fusion—mediated the relationship between TMT cognitive heterogeneity and strategic decision quality. Third, entrepreneurial spirit positively moderated the relationship between information integration and strategic decision quality, as well as the relationship between emotional fusion and strategic decision quality. The implications of our results related to sustainability are also discussed.

scholarly journals The Relationship Between Strategic Decision-Making and Leadership Styles: An Application in 4 and 5-Star Hotels in Istanbul

2016 ◽  
Vol 8 (1) ◽  
pp. 240-240
Author(s):  
Sedat Çelik ◽  
Arif Güngör ◽  
Emrah Özkul ◽  
Pelin Fatma Tuna
Keyword(s):  
Decision Making ◽  
Leadership Styles ◽  
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.

Creating innovation that drives authenticity

2019 ◽  
Vol 30 (3) ◽  
pp. 369-391 ◽  
Author(s):  
Timothy Lee Keiningham ◽  
Zeya He ◽  
Bas Hillebrand ◽  
Jichul Jang ◽  
Courtney Suess ◽  
...  
Keyword(s):  
Conceptual Framework ◽  
Design Methodology ◽  
Positive Relationship ◽  
Brand Extensions ◽  
Strategic Decision ◽  
Strategic Decision Making ◽  
Content Type ◽  
Parent Brand ◽  
Successful Innovation ◽  
The Relationship

Purpose The purpose of this paper is to explore the relationship between innovation and authenticity by developing a conceptual framework that illuminates the key constructs. Design/methodology/approach The paper adopts a common perspective – the customer – for both innovation and authenticity. A conceptual framework identifying the roles of centrality and distinctiveness in the innovation–authenticity relationship is developed and justified based upon prior research regarding brand extensions and authenticity. Findings The innovation–authenticity relationship can be visualized and managed using two constructs: centrality and distinctiveness. Centrality is proposed to have a positive relationship, whereas distinctiveness is proposed to have a non-linear (inverted-U) relationship. Originality/value The paper contributes a new conceptualization of the innovation–authenticity–loyalty relationship. It applies C–D Mapping in a completely new way to provide managerially relevant visualization of customers’ perceptions of a new innovation vis-à-vis the parent brand to guide strategic decision making. The paper also suggests areas for further research to improve our understanding of successful innovation–authenticity alignment.

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.

Decision Outcomes in Sport: Influence of Type and Level of Stress

2020 ◽  
pp. 1-13
Author(s):  
Teri J. Hepler ◽  
Matt Andre
Keyword(s):  
Color Word ◽  
Mental Arithmetic ◽  
Physical Stress ◽  
Stress Conditions ◽  
Decision Quality ◽  
Decision Outcomes ◽  
Word Task ◽  
Physical Level ◽  
Decision Speed ◽  
Moderate Stress

In two experiments, the authors investigated the influence of stress type (i.e., low/no stress, mental, and physical), level (i.e., low, moderate, and high), and Type × Level interaction on intuitive decision frequency, decision quality, and decision speed. Participants were exposed to mental (i.e., color word task, mental arithmetic) and/or physical stress (i.e., running) and then required to make decisions regarding videotaped offensive situations in basketball. Intuitive decision frequency, decision quality, and decision speed were measured for each trial. Study 1 used a between-subjects design whereby 20 participants were randomly assigned to each of the five stress conditions. Results revealed that moderate stress was associated with faster decisions. Study 2 replicated the design and aim of Study 1 using a within-subject methodology (n = 42). Results suggested that moderate stress levels produced better, faster decisions. In conclusion, moderate levels of stress were associated with the most desirable decision outcomes.

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