Strategic Decisions

1. Front Matter

   Pages i-viii

   PDF

2. Introduction and Background

   1. Strategic Decisions: An Introduction

      • Vassilis Papadakis, Patrick Barwise

      Pages 1-15

   2. Process Research on Strategic Decisions: A Personal Perspective

      • Joseph L. Bower

      Pages 17-33

3. The Process of Strategic Decisions

   1. Strategic Decision Making: A Contingency Framework, and Beyond

      • Richard Butler

      Pages 35-50

   2. Good and Bad Conflict in Strategic Decision Making

      • Allen C. Amason

      Pages 51-63

   3. Taming Interpersonal Conflict in Strategic Choice: How Top Management Teams Argue, but Still Get Along

      • Kathleen M. Eisenhardt, Jean L. Kahwajy, L. J. Bourgeois III

      Pages 65-83

   4. Diversity, Eccentricity, and Devil’s Advocacy

      • Charles R. Schwenk

      Pages 85-94

4. How the Context Affects the Process

   1. Timing and Intuition in Strategic Decision Making

      • Stefan Wally, J. Robert Baum

      Pages 95-106

   2. Strategic Investment Decisions and Short-Termism: Germany Versus Britain

      • Chris Carr

      Pages 107-125

   3. Strategic Investment Decisions in China

      • Yuan Lu

      Pages 127-143

   4. Strategic Decisions and Corporate Governance in Japan

      • Masahiro Yamamoto

      Pages 145-161

5. How the Context and/or the Process Affect the Outcomes

   1. Spinning a Complex Web: Links between Strategic Decision Making Context, Content, Process, and Outcome

      • Geoffrey G. Bell, Philip Bromiley, John Bryson

      Pages 163-178

   2. The Effects of Context on Strategic Decision Making Processes and Outcomes

      • Mark P. Sharfman, James W. Dean Jr.

      Pages 179-203

   3. Successful and Unsuccessful Tactics in Decision Making

      • Paul C. Nutt

      Pages 205-228

   4. A Multi-Theoretic Model of Strategic Decision Making Processes

      • Nandini Rajagopalan, Abdul Rasheed, Deepak K. Datta, Gretchen M. Spreitzer

      Pages 229-249

6. Discussion and Implications

   1. Strategic Decision Making as Improvisation

      • Kathleen M. Eisenhardt

      Pages 251-257

   2. Strategy and Decision Processes: What is the Linkage?

      • Catherine A. Maritan, Dan E. Schendel

      Pages 259-266

   3. What Can We Tell Managers about Making Strategic Decisions?

      • Vassilis Papadakis, Patrick Barwise

      Pages 267-287

   4. Research on Strategic Decisions: Where Do We Go from Here?

      • Vassilis Papadakis, Patrick Barwise

      Pages 289-302

7. Back Matter

   Pages 303-319

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Over the past ten years, there has been growing interest in the process of strategic decision-making among both managers and researchers. Strategic decisions are important for five main reasons: They are large-scale, risky and hard to reverse; they are a bridge between deliberate and emerging strategies; they can be a major source of organizational learning; they play an important part in the development of individual managers and they cut accross functions and academic disciplines. Strategic Decisions summarizes the current state of the art in research on strategic decision-making, with chapters prepared by leading strategy researchers. The editors also present implications for current application and proposed directions for future research.

• Top Management
• conflict
• development
• management
• strategy

• London Business School, UK

  Vassilis Papadakis, Patrick Barwise

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