Strategic Decisions / Edition 1

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Overview

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.

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Editorial Reviews

Booknews
Strategic decisions are large-scale, risky, and hard to reverse. They are not only a bridge between deliberate and emerging strategies but a source of organizational and managerial development. Divided into five sections (introduction and background, the process of strategic decisions, how the context affects the process, how the context and/or the process affect the outcomes, and discussion and implications), the 18 contributions provide wide-ranging research to summarize the current state of the art. Annotation c. by Book News, Inc., Portland, Or.
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Product Details

  • ISBN-13: 9780792399872
  • Publisher: Springer US
  • Publication date: 7/31/2002
  • Edition description: 1997
  • Edition number: 1
  • Pages: 332
  • Product dimensions: 9.21 (w) x 6.14 (h) x 0.75 (d)

Table of Contents

1 Strategic Decisions: An Introduction 1
2 Process Research on Strategic Decisions: A Personal Perspective 17
3 Strategic Decision Making: A Contingency Framework and Beyond 35
4 Good and Bad Conflict in Strategic Decision Making 51
5 Taming Interpersonal Conflict in Strategic Choice: How Top Management Teams Argue But Still Get Along 65
6 Diversity, Eccentricity and Devil's Advocacy 85
7 Timing and Intuition in Strategic Decision Making 95
8 Strategic Investment Decisions and Short-Termism: Germany Versus Britain 107
9 Strategic Investment Decisions in China 127
10 Strategic Decisions and Corporate Governance in Japan 145
11 Spinning a Complex Web: Links Between Strategic Decision Making Context, Content, Process and Outcome 163
12 The Effects of Context on Strategic Decision Making Processes and Outcomes 179
13 Successful and Unsuccessful Tactics in Decision Making 205
14 A Multi-Theoretic Model Of Strategic Decision Making Processes 229
15 Strategic Decision Making as Improvisation 251
16 Strategy and Decision Processes: What is the Linkage? 259
17 What Can We Tell Managers about Strategic Decisions? 267
18 Research on Strategic Decisions: Where Do We Go From Here? 289
About the Contributors 303
Index 311
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