Perspectives on uncertainty in successful strategic choice at the CEO level

Harrison, E. Frank

doi:10.1016/0305-0483(92)90060-k

Cited by 13 publications

(11 citation statements)

References 46 publications

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“…• Decision making in specific project types • Mega projects (Ansar et al, 2014;Flyvbjerg et al, 2003;Van Marrewijk et al, 2008;Winch, 2013) • Technology projects (Jugend and da Silva, 2014;Van Riel et al, 2011) • Treatment of uncertainty in investment decisions (Beisler et al, 2013;Harrison, 1992;Jovanovic, 1999;Mikaelian et al, 2011;Mohamed and McCowan, 2001) • Cognitive processes in decision making under uncertainty Smithson, 2009) • Decision making techniques (Chapman and Ward, 2002;Cleden, 2009;Einhorn and Hogarth, 1987) 2011). In response to this, the empirical focus of this study is on how an exploratory group of practising project managers in two safety-critical industries understands the determinants of project uncertainty, and identifying the strategies adopted by project managers to navigate a way through the uncertainties with which they are confronted.…”

Section: Decision Schoolmentioning

confidence: 98%

“…These are categorised as the information perspective and the temporal perspective respectively. In the information perspective missing information (Harrison, 1992;March and Simon, 1958), a lack of understanding of what the salient issues are in the project (Smithson, 1989) and an inability to grasp the cause and effect relationships in the project (Milliken, 1987) may increase project uncertainty. Viewed temporally, uncertainty changes as the project progresses, (Cleden, 2009), with uncertainty manifesting itself most forcefully at the project definition phase.…”

Section: Determinants Of Project Uncertaintymentioning

confidence: 98%

“…The notion of deep uncertainty also arises from the study of complexity -where decision makers either do not know or cannot agree on input parameters, appropriate models of analysis or even the desirability of particular decision outcomes (Lempert et al, 2003). The literature on strategy has long wrestled with this challenge of making rational (March and Simon, 1958) and effective strategic decisions in the absence of perfect or complete information (see for instance: Courtney et al, 1997;Harrison, 1992;Porter, 1980;Sutcliffe and Zaheer, 1998).…”

Section: Literature Reviewmentioning

confidence: 98%

“…Incomplete and imperfect information March and Simon (1958); Harrison (1992) Lack of knowledge or understanding Kahneman and Tversky (1982); Smithson (1989); Cleden (2009); Bedford (2009) Incomplete understanding of cause and effect relationships Milliken (1987) Inability to estimate accurately Ward and Chapman (2003) Temporal…”

Section: Informationmentioning

confidence: 98%

See 3 more Smart Citations

Conceptualising uncertainty in safety-critical projects: A practitioner perspective

Saunders

Gale

Sherry

2015

International Journal of Project Management

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Section: Decision Schoolmentioning

confidence: 98%

Section: Determinants Of Project Uncertaintymentioning

confidence: 98%

Section: Literature Reviewmentioning

confidence: 98%

Section: Informationmentioning

confidence: 98%

See 2 more Smart Citations

Conceptualising uncertainty in safety-critical projects: A practitioner perspective

Saunders

Gale

Sherry

2015

International Journal of Project Management

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“…The CEO is -the principal architect of corporate strategy‖ [Harrison, 1992] and manages technology based on his or her perceptions of the external environment [Lefebvre et al, 1997]. In IS research, CEOs have frequently been used as the point of data collection for studies examining the link between IT and corporate strategy.…”

Section: Literature Review Ceo Perspectives On Strategymentioning

confidence: 99%

The Commoditization of IT: Evidence from a Longitudinal Text Mining Study

Lee¹,

Song²,

Baker³

et al. 2011

CAIS

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While Information Technology (IT) has been identified by researchers as a source of strategic advantage for businesses, commentators have argued that this reality may not endure. These commentators argue that the growing ubiquity of IT makes it a commodity input rather than a scarce and valuable resource. We examine CEOs' Letters to Shareholders, one of the primary statements of corporate strategy, using both content analysis and latent semantic analysis, a text mining technique. Examining these letters allows us to investigate whether IT may be declining in strategic importance over time. We examine 160 annual reports from firms in the healthcare industry, covering a ten-year span of time, from 1997 through 2006. Our results indicate that the strategic emphasis placed on IT may be increasing, but its association with firm performance is declining. Our findings imply that as markets become more competitive, IT management capabilities and the strategic use of IT take on increasing importance. Our findings also imply that CEOs' perception of the importance of IT is a necessary but not a sufficient condition for improved firm performance. This article makes two primary contributions. First, we present an empirical examination of the issue of IT commoditization as a complement to existing anecdotal discussions. Second, we demonstrate the use of latent semantic analysis (LSA), a relatively new methodology for analyzing textual data, one that is evolving into an alternative to the well-known content analysis technique.

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Leading in Uncertainty: A Framework to Improve Performance

Specking,

Murrell,

Chang

et al. 2024

INCOSE International Symp

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We are all leaders in our organizations in some form. As leaders, we often face elements outside our control. As systems engineers, we often think of technical uncertainties, which we attempt to predict, manage, and mitigate, but as leaders many of the uncertainties we experience are not technical in nature. They involve elements, such as people, and incorporate unknown and known unknowns. This work uses academic literature and subject matter experts to develop and propose a framework to provide leaders with a tool to help achieve their goals with the uncertainties they face as leaders. This paper 1) describes our methodology to develop the framework, which is based‐on a semi‐structure literature review and stakeholder analysis and 2) proposes a framework to help leaders overcome uncertainties they face while influencing others.

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Perspectives on uncertainty in successful strategic choice at the CEO level

Cited by 13 publications

References 46 publications

Conceptualising uncertainty in safety-critical projects: A practitioner perspective

Conceptualising uncertainty in safety-critical projects: A practitioner perspective

The Commoditization of IT: Evidence from a Longitudinal Text Mining Study

Leading in Uncertainty: A Framework to Improve Performance

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