In the Eye of the Beholder: Top Managers’ Long-Term Orientation, Industry Context, and Decision-Making Processes

2018 ◽  
Vol 45 (8) ◽  
pp. 3114-3145 ◽  
Author(s):  
Ya (Lisa) Lin ◽  
Weilei Shi ◽  
John E. Prescott ◽  
Haibin Yang
Keyword(s):  
Decision Making ◽  
Strategic Decision ◽  
Strategic Decision Making ◽  
Temporal Orientation ◽  
Subjective Perception ◽  
Temporal Perspective ◽  
Top Managers ◽  
Decision Making Processes ◽  
Pharmaceutical Industries

Time orientation matters. While a temporal perspective is widely recognized as an important lens in strategic management research, few studies have explored how top managers’ temporal orientation affects strategic decision-making processes. We propose that top managers’ subjective perception of time, specifically, their long-term orientation, positively affects the comprehensiveness, speed, and creativity of strategic decision-making processes and that industry context moderates these relationships. Drawing on the organization-environment fit perspective and associated compatibility and temporal fit mechanisms, we found considerable support for our hypotheses in the semiconductor and pharmaceutical industries in China. Our findings reinforce the perspective that temporal referent points act as anchors for strategic decision-making processes.

scholarly journals Analysis of Customers’ Reactions to E-Commerce Companies Using Instagram Data

Proceedings ◽  
2021 ◽  
Vol 74 (1) ◽  
pp. 12
Author(s):  
Ekin Akkol
Keyword(s):  
Decision Making ◽  
Web Application ◽  
Customer Relations ◽  
Strategic Decision ◽  
Strategic Decision Making ◽  
Stock Management ◽  
Decision Making Processes

The aim of this study is to develop a web application that supports decision-making processes on subjects—such as customer relations management, marketing, and stock management—with data such as posts, comments, and likes from Instagram to four e-commerce companies. In this context, the data obtained from the Instagram accounts of e-commerce companies were recorded in a database after the pre-processing and classification stages. A web application has been developed that can support managers in their decision-making processes at operational, tactical, and strategic decision-making levels by visualizing the data recorded in the database.

Strategic decision-making processes in internationalization: Does national culture of the focal firm matter?

2011 ◽  
Vol 46 (2) ◽  
pp. 194-204 ◽  
Author(s):  
Pavlos Dimitratos ◽  
Andreas Petrou ◽  
Emmanuella Plakoyiannaki ◽  
Jeffrey E. Johnson
Keyword(s):  
Decision Making ◽  
National Culture ◽  
Strategic Decision ◽  
Strategic Decision Making ◽  
Focal Firm ◽  
Decision Making Processes

Social Preferences as an Individual Difference in Offender Decision-making

2018 ◽  
Vol 56 (1) ◽  
pp. 129-169 ◽  
Author(s):  
Chae M. Jaynes ◽  
Thomas A. Loughran
Keyword(s):  
Decision Making ◽  
Individual Differences ◽  
Risk Taking ◽  
Social Preferences ◽  
Ultimatum Game ◽  
Future Orientation ◽  
Strategic Decision ◽  
Strategic Decision Making ◽  
Temporal Orientation ◽  
Self Interest

Objectives: We examined the relationship between social preference game behavior and offender status and tested whether this relationship was attributed to genuine prosocial preferences or confounded by individual differences in future orientation, sensation seeking, and risk-taking. Methods: Offender and nonoffender samples played the dictator and ultimatum games. Ordered and generalized ordered logistic regression models were used to test the hypothesis that when compared to nonoffenders, offenders would demonstrate increased self-interest, while also considering competing theoretical mechanisms. Results: Offenders appeared to be more self-interested as indicated by smaller offers in the dictator game. This relationship, however, was attributed to differences in future orientation between the two groups rather than differences in social preferences. Net of demographic controls and competing theoretical mechanisms, however, offenders made smaller offers in the ultimatum game. We argue this finding revealed differences in strategic decision-making between the two groups. Conclusions: Results suggested that offenders were not distinguishable from nonoffenders by individual differences in social preferences. While nonoffenders made larger offers in both games, this finding was attributed to differences in temporal orientation and risk-taking rather than differences in prosocial preferences. This supported the rational choice assumption of self-interest and highlighted differences in strategic decision-making between offenders and nonoffenders.

Seeking input when the train has left the station: The decoupling of participative strategic decision-making processes and the role of new technology in symbolic management

2021 ◽  
pp. 147612702110468
Author(s):  
James D Westphal ◽  
David H Zhu ◽  
Rajyalakshmi Kunapuli
Keyword(s):  
Decision Making ◽  
New Technology ◽  
Strategic Decision ◽  
Strategic Decision Making ◽  
Strategic Option ◽  
Symbolic Management ◽  
Longitudinal Survey Data ◽  
Decision Making Processes ◽  
Executive Suite

We examine the symbolic management of participative strategic decision-making programs that purportedly use crowdsourcing technology to solicit strategic input below the executive suite, but are often decoupled from actual strategic decision making. Specifically, top management may decide on a strategic option before soliciting input under the program. The first portion of our theoretical framework explains why disclosure of a participative strategic decision making program in communicating with security analysts is associated with more positive analyst appraisals, despite decoupling, and why the benefits of disclosure are amplified to the extent that leaders highlight the use of crowdsourcing technology in the program. The second portion of our framework addresses the antecedents of symbolic adoption. We suggest that firms are more likely to adopt and decouple a program when the CEO has a personal friendship tie to the CEO of another firm that has adopted and decoupled, especially following relatively negative analyst appraisals. Analysis of a unique dataset that includes longitudinal survey data from executives supported our predictions.

Examining the Implications of Process and Choice for Strategic Decision Making Effectiveness

2013 ◽  
pp. 344-359
Author(s):  
Paul L. Drnevich ◽  
Thomas H. Brush ◽  
Alok Chaturvedi
Keyword(s):  
Decision Making ◽  
Academic Research ◽  
Decision Processes ◽  
Strategic Decision ◽  
Strategic Decision Making ◽  
Political Decision ◽  
Agent Based ◽  
Response Choice ◽  
Decision Making Processes ◽  
Using Data

Most strategic decision-making (SDM) approaches advocate the importance of decision-making processes and response choices for obtaining effective outcomes. Modern decision-making support system (DMSS) technology is often also needed for complex SDM, with recent research calling for more integrative DMSS approaches. However, scholars tend to take disintegrated approaches and disagree on whether rational or political decision-making processes result in more effective decision outcomes. In this study, the authors examine these issues by first exploring some of the competing theoretical arguments for the process-choice-effectiveness relationship, and then test these relationships empirically using data from a crisis response training exercise using an intelligent agent-based DMSS. In contrast to prior research, findings indicate that rational decision processes are not effective in crisis contexts, and that political decision processes may negatively influence both response choice and decision effectiveness. These results offer empirical evidence to confirm prior unsupported arguments that response choice is an important mediating factor between the decision-making process and its effectiveness. The authors conclude with a discussion of the implications of these findings and the application of agent-based simulation DMSS technologies for academic research and practice.

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