Performance, Slack, and Risk Taking in Organizational Decision Making.

Singh, Jitendra V.

doi:10.2307/256224

Cited by 1,138 publications

(496 citation statements)

References 37 publications

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“…Some address the antecedents of decline and the turnaround process (e.g., Argenti, 1976;Hambrick & D'Aveni, 1988), while others deal with theoretical approaches that would influence work on decline such as resource dependence theory (Pfeffer & Salancick, 1978), threat rigidity effects in organizational behavior (Staw, Sandelands, & Dutton, 1981), organizational ecology (Hannan & Freeman, 1984, 1989, contingency theory (Thompson, 1967), behavioral theory of the firm (Cyert & March, 1963), industrial economics (Porter, 1980) and risk taking in decision making (Singh, 1986). Therefore, the theoretical approaches that bolster studies on decline are related to the influence of the environment and context on decision making in companies and organizational mortality.…”

Section: Citation Analysismentioning

confidence: 99%

“…The first factor of the second period, covering 1991 to 2002, was TMT in organizational decline, made up of studies on the TMT in decline situations (Altman & Hotchkiss, 1983;Gilson, 1989) and especially in the case of bankruptcy, such as studies on TMT as a scapegoat (Boeker, 1992;, the deterioration of the TMT (Hambrick & D'Aveni, 1992;Moulton & Thomas, 1993), and the stigma of TMT (Sutton & Callahan, 1987). This factor also included studies on decision making in situations of risk (Singh, 1986), threat-rigidity effects (Staw et al, 1981) and the aforementioned resource dependence theory (Pfeffer & Salancick, 1978).…”

Section: -2014mentioning

confidence: 99%

“…The second factor, decline process includes the works that address the characteristics inherent to decline (D'Aveni 1989b; Hambrick & D'Aveni, 1988) and adaptation, decision making and TMT (Hambrick & D'Aveni, 1992;Meyer, 1982;Singh, 1986;Staw et al, 1981). The third factor is also called mortality.…”

Section: -2014mentioning

confidence: 99%

See 2 more Smart Citations

Organizational Decline Research Review: Challenges and Issues for a Future Research Agenda

Serra

Pinto

Guerrazzi

et al. 2017

BAR, Braz. Adm. Rev.

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Organizational decline is related to the deterioration of the resource base and performance of an organization for a sustained period of time. Although some studies have been conducted, it remains an understudied phenomenon, despite its importance. The study of organizational decline is faced with challenges to improving and increasing research. In this study, we analyze the scientific field of organizational decline in business and management journals with a high impact factor. We conducted a mixed-method study: a bibliometric study of a sample of 214 articles, and a qualitative study with 41 authors. We used an analysis of citations, co-citations and factor analysis. This enabled the identification of the most influential works and their conceptual approaches. The interviews with the authors were analyzed using content analysis, which complemented our understanding of the challenges and problems facing the theme. The results show that organizational decline can be organized into three different aspects: organizational decline itself; studies on turnaround; and mortality. Specific challenges to overcome are related to a better definition, cognitive issues and other issues on decision-making and specific methodological problems. In addition, it is necessary to evaluate whether theories that explain growth are also able to explain decline.

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Section: Citation Analysismentioning

confidence: 99%

Section: -2014mentioning

confidence: 99%

See 1 more Smart Citation

Organizational Decline Research Review: Challenges and Issues for a Future Research Agenda

Serra

Pinto

Guerrazzi

et al. 2017

BAR, Braz. Adm. Rev.

View full text Add to dashboard Cite

show abstract

“…Some scholars have examined the factors influencing risk-taking from behavioral decision theory (Bromiley, 1991;Greve, 1998Greve, , 2003Shapira, 1995;Singh, 1986;Sitkin &Pablo, 1992). For instance, Li and Tang (2010) study linked CEO hubris to firm risk-taking and examined the moderating role of managerial discretion in this relationship.…”

Section: Factors Affecting Risk-takingmentioning

confidence: 99%

Does Organizational-level Affiliation of Internal Audit Influence Corporate Risk-Taking? -Evidences from Chinese Listed Companies

Yang¹,

Liao²,

Liu³

et al. 2014

AFR

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This paper empirically examines the relation between corporate risk-taking and the organizational level with which internal auditing is affiliated in Chinese listed firms. Using a sample of 1,806 firm-year data available from 2007 to 2009, we find that Chinese corporate risk-taking is only marginally related to the organizational level with which internal auditing is affiliated. This result suggests that internal auditors may only play a marginal role in assessing and controlling corporate risk in Chinese listed firms. However, our additional split sample analyses reveal a significant difference between Chinese state controlled and non-state controlled firms not only in their organizational-level affiliation of internal audit but also in their effects on corporate risk-taking as well. This additional finding indicates that internal auditors are more likely to have high independent authority to perform their critical tasks in Chinese non-state controlled firms than in state controlled firms. Overall, our results provide important insights on how Chinese firms may improve their internal audit functions and increase their corporate risk management effectiveness.

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“…Later researchers built on this work, suggesting that slack prevents unhealthy conflict (Bourgeois, Singh 1983) and creates buffers that reduce information-processing and coordination costs across subunits (Galbraith 1973). More recently, scholars have argued that slack supports innovation (Singh 1986), firm expansion (Bamford et al 2000), young firm IPO valuation (Mousa, Reed 2013), and growth (Bradley et al 2011). Some researchers, however, have countered that slack is an indication of waste.…”

Section: Introductionmentioning

confidence: 99%

Organizational Slack Effects on Innovation: The Moderating Roles of Ceo Tenure and Compensation

Mousa

Chowdhury

2014

Journal of Business Economics and Management

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Abstract. This study draws on upper echelons theory, the resource based view, and Penrose's theory of firm growth to show that slack resources, specifically financial and human slack, are essential to the research and development (R&D) strategies of organizations. We also suggest that both Chief Executive Officer (CEO) tenure and CEO compensation positively moderate the slack-innovation relationship. The empirical design compromised of panel regression analysis. We tested our hypotheses using all US publicly traded firms between 1993 and 2011. The research results show that firms with excess financial resources are more likely to have higher R&D investments, and to completely understand this relationship we must study CEO tenure and compensation. This study sheds light on central antecedents of firm innovation, it further extends our understanding by investigating the impact of CEO tenure and compensation on the slackinnovation relationship, and it applies a longitudinal design which answers previous calls to investigate this topic in more depth by offering enhanced stability to the results while allowing for different economic scenarios.

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Performance, Slack, and Risk Taking in Organizational Decision Making.

Cited by 1,138 publications

References 37 publications

Organizational Decline Research Review: Challenges and Issues for a Future Research Agenda

Organizational Decline Research Review: Challenges and Issues for a Future Research Agenda

Does Organizational-level Affiliation of Internal Audit Influence Corporate Risk-Taking? -Evidences from Chinese Listed Companies

Organizational Slack Effects on Innovation: The Moderating Roles of Ceo Tenure and Compensation

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