scholarly journals Strategic Management for Organizational Performance: from Which Come the Mistakes of Strategic Decision-Making

2017 ◽  
Vol 9 (1) ◽  
pp. 291
Author(s):  
Ahdil Imane ◽  
Harrizi Driss
Keyword(s):  
Decision Making ◽  
Strategic Management ◽  
Organizational Performance ◽  
Decision Makers ◽  
Strategic Decision ◽  
Strategic Decision Making ◽  
Main Function ◽  
Current Context ◽  
Fierce Competition

The current context of organizations is marked by changes or even dramatic changes. The main function of decision-makers becomes increasingly difficult and complex. At the same time, performance has become one of the most important topics within companies. That is why management and economics have addressed this central issue. Faced with a turbulent environment characterized by rough and fierce competition, guaranteeing performance and above all maintaining it becomes a strategic priority, which is why strategic management will be called upon. So our article will deal first with the performance of companies and the role of strategic management in this sought-after performance; and the precautions to be taken into account in strategic decision-making. To do this, we will begin our research by the conceptual framework of performance, to justify the contribution of strategic management in the performance of the company. The paper will conclude with an analysis of strategic decision-making and recommendations. The methodology used in this paper is a literature review.

Strategy, Decision Making, and Cognition

2021 ◽  
pp. 1-24
Author(s):  
Radha Appan ◽  
Dorcia E. Bolton ◽  
Sreedhar Madhavaram
Keyword(s):  
Decision Making ◽  
Strategic Management ◽  
Production Function ◽  
Strategic Decision ◽  
Strategic Decision Making ◽  
Competitive Advantages ◽  
Research And Practice ◽  
Ongoing Process ◽  
Shed Light

Reflecting the dis-equilibrium provoking, ongoing process nature of competition, the role of management in firms has evolved from determining quantity and implementing production function to recognizing, understanding, creating, selecting, implementing, and modifying strategies. The quest for competitive advantages compels firms to continuously engage in strategy and related activities. Given that decision making and cognition are two, somewhat implicit and highly intertwined, concepts that are central to strategy, this research responds to the call for integrating developments in cognition to make strategic decision making more impactful. Therefore, given that cognition (1) is seen as a missing link for strategic management and (2) can impact strategic decision making, this research integrates the perspectives from strategy, decision making, and cognition to develop a framework that can shed light on how firms can succeed in their quest for competitive advantages. The paper concludes with a discussion of the contributions and the corresponding implications for research and practice.

Strategy, Decision Making, and Cognition

2017 ◽  
Vol 8 (3) ◽  
pp. 78-98 ◽  
Author(s):  
Radha Appan ◽  
Dorcia E. Bolton ◽  
Sreedhar Madhavaram
Keyword(s):  
Decision Making ◽  
Strategic Management ◽  
Production Function ◽  
Strategic Decision ◽  
Strategic Decision Making ◽  
Competitive Advantages ◽  
Research And Practice ◽  
Ongoing Process ◽  
Shed Light

Reflecting the dis-equilibrium provoking, ongoing process nature of competition, the role of management in firms has evolved from determining quantity and implementing production function to recognizing, understanding, creating, selecting, implementing, and modifying strategies. The quest for competitive advantages compels firms to continuously engage in strategy and related activities. Given that decision making and cognition are two, somewhat implicit and highly intertwined, concepts that are central to strategy, this research responds to the call for integrating developments in cognition to make strategic decision making more impactful. Therefore, given that cognition (1) is seen as a missing link for strategic management and (2) can impact strategic decision making, this research integrates the perspectives from strategy, decision making, and cognition to develop a framework that can shed light on how firms can succeed in their quest for competitive advantages. The paper concludes with a discussion of the contributions and the corresponding implications for research and practice.

scholarly journals Strategic decision-making under ambiguity: a new problem space and a proposed optimization approach

2020 ◽  
Vol 13 (3) ◽  
pp. 1231-1251
Author(s):  
Richard J. Arend
Keyword(s):  
Decision Making ◽  
Organizational Performance ◽  
Decision Makers ◽  
Strategic Decision ◽  
Strategic Decision Making ◽  
Optimization Approach ◽  
Problem Space ◽  
Competitive Environments ◽  
Ex Ante ◽  
Made In

AbstractThe existence of ambiguity presents a challenge to decision-makers as it eliminates the ability to apply standard optimization approaches, such as those based on calculating the objective expected values of alternative actions. In reality, ambiguity arises in most strategically important decisions in some form because of the genuine limits on the decision-maker’s rationality and on the information available about the alternatives and the future. To address that reality, we define such problems as strategic decision-making under ambiguity where choices over resource investments must be made in competitive environments where possible outcomes and their payoffs are known ex ante, but the probabilities of such outcomes are unknowable ex ante. We outline a multi-step, logical approach for addressing such problems in theory with the goal of providing an improved basis for practical decisions that should increase organizational performance.

scholarly journals The strategist thought: granted factors in the strategic decision making of the small and medium enterprises

2009 ◽  
Vol 8 (2) ◽  
pp. 80-106
Author(s):  
Werner Duarte Dalla ◽  
Carlos Alberto Gonçalves ◽  
Reynaldo Maia Muniz
Keyword(s):  
Decision Making ◽  
Organizational Behavior ◽  
Organizational Performance ◽  
Small And Medium Enterprises ◽  
Decision Makers ◽  
Strategic Decision ◽  
Strategic Decision Making ◽  
Internal Factors ◽  
Intangible Resources ◽  
Medium Enterprises

The organizational behavior is linked to the strategic decision-making, carried through its main decision-makers, called “strategists”. This behavior, in organizational daily actions or planning, shifts its performance to consider market and tangible and intangible resources. The present study aimed to contribute in the understanding of how these actors formulate their strategies, build their heuristics, to manage their firms to improve organizational performance. The RepGrid - Repertory Grid (Kelly, 1955) was chosen as the method, which was undertaken with the Small and Medium Enterprises (SMEs) owners of the footwear area of a relevant cluster production of Nova Serrana-MG - Brazil. The results appointed agent factors of attention, which centralize the decision in the managers or owners, base on financial results, asses actual internal factors so that external sales, and lead to a emergent and less formalized process. 

scholarly journals Knowing Yourself and Knowing the Others

2021 ◽  
pp. 121-139
Author(s):  
Xiu-bao Yu
Keyword(s):  
Decision Making ◽  
Deep Understanding ◽  
Decision Makers ◽  
Strategic Decision ◽  
Strategic Decision Making ◽  
External Information ◽  
Basic Information ◽  
Resources And Capabilities

AbstractThis chapter introduces the basic information for the need of strategic decision-making, including internal key information of the organization, external information. Strategic decision makers are required to conduct analysis and have a deep understanding of the industry trend and of the organization resources and capabilities.

Seeking input when the train has left the station: The decoupling of participative strategic decision-making processes and the role of new technology in symbolic management

2021 ◽  
pp. 147612702110468
Author(s):  
James D Westphal ◽  
David H Zhu ◽  
Rajyalakshmi Kunapuli
Keyword(s):  
Decision Making ◽  
New Technology ◽  
Strategic Decision ◽  
Strategic Decision Making ◽  
Strategic Option ◽  
Symbolic Management ◽  
Longitudinal Survey Data ◽  
Decision Making Processes ◽  
Executive Suite

We examine the symbolic management of participative strategic decision-making programs that purportedly use crowdsourcing technology to solicit strategic input below the executive suite, but are often decoupled from actual strategic decision making. Specifically, top management may decide on a strategic option before soliciting input under the program. The first portion of our theoretical framework explains why disclosure of a participative strategic decision making program in communicating with security analysts is associated with more positive analyst appraisals, despite decoupling, and why the benefits of disclosure are amplified to the extent that leaders highlight the use of crowdsourcing technology in the program. The second portion of our framework addresses the antecedents of symbolic adoption. We suggest that firms are more likely to adopt and decouple a program when the CEO has a personal friendship tie to the CEO of another firm that has adopted and decoupled, especially following relatively negative analyst appraisals. Analysis of a unique dataset that includes longitudinal survey data from executives supported our predictions.

The Role of Structured Conflict and Consensus Approaches inVirtual Team Strategic Decision Making

2008 ◽  
pp. 1480-1497
Author(s):  
Jerry Fjermestad
Keyword(s):  
Decision Making ◽  
Group Support Systems ◽  
Strategic Decision ◽  
Strategic Decision Making ◽  
Face To Face ◽  
Systems Research ◽  
Computer Mediated ◽  
Computer Mediated Communications ◽  
Group Member

Do procedures that improve face-to-face decision meetings also improve virtual “meetings?” Might the effectiveness of such procedures improve with practice? This longitudinal experiment investigated the efficiency, effectiveness and group member perceptions of dialectical inquiry (DI) and constructive consensus (CC) approaches to strategic decision making in a virtual (distributed) computer-mediated- communications (CMC) environment. There were no differences between DI and CC groups in terms of decision effectiveness. However, this result has not been unusual in CMC research. DI groups had significantly higher perceived depth of evaluation than CC groups. CC groups reported greater decision acceptance and willingness to work together again than DI groups. The results are discussed in terms of their implications for group support systems research and design in the era of the World Wide Web.

Analysis and Intuition in Strategic Decision Making

2011 ◽  
pp. 1531-1542
Author(s):  
Zita Zoltay Paprika
Keyword(s):  
Decision Making ◽  
Decision Makers ◽  
Strategic Decision ◽  
Strategic Decision Making ◽  
Decision Making Process ◽  
Strategic Decisions ◽  
Managerial Skills ◽  
Research Scholarship ◽  
Empirical Tests

Many management scholars believe that the process used to make strategic decisions affects the quality of those decisions. However, several authors have observed a lack of research on the strategic decision-making process. Empirical tests of factors that have been hypothesized to affect the way strategic decisions are made are notably absent (Fredrickson, 1985). This article reports the results of a study that attempts to assess the effects of decision-making circumstances, focusing mainly on the approaches applied and the managerial skills and capabilities the decision makers built on during concrete strategic decisionmaking procedures. The study was conducted in California between September 2005 and June 2006 and it was sponsored by a Fulbright research scholarship grant.

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