상세정보

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.

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.

정보제공 :

Part One: Introduction and Background. 1.  Strategic Decisions: An Introduction; V. Papadakis, P. Barwise.  2. Process Research on Strategic Decisions: A Personal  Perspective; J.L. Bower. Part Two: The Process of  Strategic Decisions. 3. Strategic Decision Making: A  Contingency Framework and Beyond; R. Butler. 4. Good and  Bad Conflict in Strategic Decision Making; A.C. Amason. 5.  Taming Interpersonal Conflict in Strategic Choice: How Top Management  Teams Argue but Still Get Along; K. Eisenhardt, et al. 6.  Diversity, Eccentricity and Devil's Advocacy; C. Schwenk.  Part Three: How the Context Affects the Process. 7.  Timing and Intuition in Strategic Decision Making; S. Wally,  J.R. Baum. 8. Strategic Investment Decisions and  Short-Termism: Germany versus Britain; C. Carr. 9.  Strategic Investment Decisions in China; Yuan Lu. 10.  Strategic Decisions and Corporate Governance in Japan; M.  Yamamoto. Part Four: How the Context and/or the Process  Affect the Outcomes. 11. Spinning a Complex Web: Links  Between Strategic Decision Making Context, Content, Process and  Outcome; G.G. Bell, et al. 12. The Effects of  Context on Strategic Decision Making Processes and Outcomes; M.P.  Sharfman, J.W. Dean Jr. 13. Successful and Unsuccessful  Tactics in Decision Making; P.C. Nutt. 14. A  Multi-Theoretic Model of Strategic Decision Making Processes; N.  Rajagopalan, et al. Part Five: Discussion and  Implications. 15. Strategic Decision Making as Improvisation;  K.M. Eisenhardt. 16. Strategy and Decision Processes: What  is the Linkage? C.A. Maritan, D.E. Schendel. 17.  What Can We Tell Managers About Strategic Decisions? V. Papadakis,  P. Barwise. 18. Research on Strategic Decisions: Where Do We  Go From Here? V. Papadakis, P. Barwise. About the Contributors.  Index.

정보제공 :