Strategic decision-making processes: the role of management and context

Abstract

This paper investigates the relationship between the process of strategic decision‐making and management and contextual factors. First, drawing on a sample of strategic decisions, it analyzes the process through which they are taken, into seven dimensions: comprehensiveness/rationality, financial reporting, rule formalization, hierarchical decentralization, lateral communication, politicization, problem‐solving dissension. Second, these process dimensions are related to (1) decision‐specific characteristics, both perceived characteristics and objective typologies of strategic decisions, (2) top management characteristics, and (3) contextual factors referring to external corporate environment and internal firm characteristics. Overall, the results support the view that strategic decision processes are shaped by a multiplicity of factors, in all these categories. But the most striking finding is that decision‐specific characteristics appear to have the most important influence on the strategic decision‐making process, as decisions with different decision‐specific characteristics are handled through different processes. The evident dominance of decision‐specific characteristics over management and contextual factors enriches the traditional ‘external control’ vs. ‘strategic choice’ debate in the area of strategic management. An interpretation of results is attempted and policy implications are derived. © 1998 John Wiley & Sons, Ltd.

Feasibility Analysis of Naval Base Relocation Using SWOT and AHP Method to Support Main Duties Operation

“…A strategic position is an important element for the operation of a concept [9]. Strategic Decisions (SD) are made based on the special characteristics of the decision (both the perceived characteristics and typology objectives strategic decisions) which is part of the management leadership characteristics and has contextual factors refer to the external and internal environment [10]. The purpose of this feasibility study is to provide a more realistic perspective from key decision makers in decision making process [11].…”

Efeitos Da Urgência Sobre O Nível De Participação Em Processos Deliberativos

“…As teorias contingenciais sobre liderança e participação em processos decisórios (FIEDLER, 1967;GRANDORI, 1984;VROOM;JAGO, 1988;HERSEY;BLANCHARD, 1993;PAPADAKIS;LIOUSKAS;CHAMBERS, 1998) têm mostrado que o nível de participação varia de acordo com fatores ambientais e fatores relativos aos participantes.…”

“…Entre os fatores ambientais, pode-se listar a urgência, a tecnicidade, a necessidade de legitimação e a necessidade de sigilo (SIMON, 1977;PAPADAKIS;LIOUSKAS;CHAMBERS, 1998;IRVIN;STANSBURY, 2004;GUNDERSEN;BOYER, 2012). Entre os fatores relativos aos participantes estão habilidade, motivação, necessidade de aprendizado, custos transacionais e custos de oportunidade (COASE, 1960;STEINER, 1972;NAGEL, 1987;BARTOL;MARTIN, 1991;PAYNE;BETTMAN;LUCE, 1996).…”

Integração entre P&D e planejamento estratégico

“…(MINTZBERG, 1992;MORGAN, 1996;PAPADAKIS et al, 1998;MATHESON e MATHESON, 1998;Luce et al, 2001;LACOMBE e HEILBORN, 2003) Os pesquisadores têm autonomia para tomarem suas atitudes em alguns assuntos. Na maioria das montadoras, podem propor os produtos a serem desenvolvidos.…”

“…(PAPADAKIS et al, 1998) Essa constatação é referendada ao se focar cada montadora de forma individual, e.g., a área de P&D pode propor os produtos a serem desenvolvidos, desde que obtenham aprovação do budget e alcancem as metas estabelecidas no planejamento estratégico de sua organização.…”