Enhancing Analogical Reasoning and Performance in Strategic Decision Making

2009 ◽  
Author(s):  
Michael Shayne Gary ◽  
Tracey Pillinger ◽  
Robert E. Wood
Keyword(s):  
Decision Making ◽  
Analogical Reasoning ◽  
Strategic Decision ◽  
Strategic Decision Making ◽  
And Performance

Team Cognition, Collective Efficacy, and Performance in Strategic Decision-Making Teams

2012 ◽  
Vol 40 (3) ◽  
pp. 381-394 ◽  
Author(s):  
Huey-Wen Chou ◽  
Yu-Hsun Lin ◽  
Shyan-Bin Chou
Keyword(s):  
Decision Making ◽  
Collective Efficacy ◽  
Team Performance ◽  
Strategic Decision ◽  
Strategic Decision Making ◽  
Team Cognition ◽  
Mediating Role ◽  
Collective Mind ◽  
And Performance ◽  
The Impact

With the growing use of teamwork for strategic decision making in organizations, an understanding of the teamwork dynamics in the strategic decision-making process is critical for both researchers and practitioners. By conceptualizing team cognition in terms of a transactive memory system (TMS) and collective mind, in this study we explored the relationships among TMS, collective mind, and collective efficacy and the impact of these variables on team performance. Longitudinal data collected from 98 undergraduates were analyzed. Neither the TMS–team performance relationship nor the collective mind–team performance relationship was significant. Collective efficacy was found to play a mediating role in such relationships. We concluded that team cognition with collective efficacy is beneficial for understanding teamwork dynamics in strategic decision making.

Modeling Strategic Decision Making and Performance Measurements at ICI Pharmaceuticals

1991 ◽  
Vol 21 (6) ◽  
pp. 4-22 ◽  
Author(s):  
Gerd Islei ◽  
Geoff Lockett ◽  
Barry Cox ◽  
Steve Gisbourne ◽  
Mike Stratford
Keyword(s):  
Decision Making ◽  
Strategic Decision ◽  
Strategic Decision Making ◽  
Performance Measurements ◽  
And Performance

scholarly journals Strategic management accounting: information application areas and instruments

2020 ◽  
Vol 21 ◽  
pp. 5
Author(s):  
Kamilė Medeckytė ◽  
Daiva Tamulevičienė
Keyword(s):  
Decision Making ◽  
Strategic Management ◽  
Management Accounting ◽  
Accounting Information ◽  
Strategic Decision ◽  
Enterprise Management ◽  
Strategic Decision Making ◽  
Strategic Management Accounting ◽  
Development Concept ◽  
And Performance

he application of strategic management accounting instruments in corporate governance is a significant tool for gaining a competitive advantage, increasing the existing market share, and improving the company’s performance. The article examines the development, concept, and significance of strategic management accounting. There are five areas of strategic management accounting: 1) costing; 2) planning, control, and performance measurement; 3) strategic decision-making; 4) competitor accounting; 5) customer accounting. The main instruments of each area, their advantages, challenges of implementation in enterprise management, and benefits for the efficiency of the organization have been identified.

scholarly journals STRATEGIC DECISION-MAKING SPEED IN NEW TECHNOLOGY BASED FIRMS

2015 ◽  
Vol 12 (2) ◽  
pp. 130 ◽  
Author(s):  
Héctor Montiel Campos ◽  
Francesc Solé Parellada ◽  
Francisco Alfonso Aguilar Valenzuela ◽  
Alejandro Magos Rubio
Keyword(s):  
Decision Making ◽  
New Technology ◽  
Personal Characteristics ◽  
Business Environment ◽  
Strategic Decision ◽  
Strategic Decision Making ◽  
Strategic Choices ◽  
New Technology Based Firms ◽  
And Performance ◽  
Decision Speed

New Technology Based Firms (NTBF) operate in high-velocity environments that make considerable demands about the speed of strategic choices. This study draws upon strategic decision-making and organization theories to propose that strategic decision making speed mediates the relation between personal, organizational and environmental factors and performance. Hypotheses were theoretically developed and tested with data from an empirical investigation of Mexican NTBF. Measures of personal characteristics, organization structure, business environment, strategic decision speed and performance were collected from 103 Technology Founder Managers at the end of 2012. The results confirmed that strategic decision making speed influences the performance of NTBF and mediates the relation of uncertainty, CEO model, dynamism and hostility with firm performance.

scholarly journals Analysis of Foundations of Resource-Based Theory

2014 ◽  
Vol 13 (2) ◽  
pp. 10-24
Author(s):  
António José Pinto Pedrosa ◽  
Fernando Manuel Pereira Oliveira Carvalho
Keyword(s):  
Decision Making ◽  
Competitive Advantage ◽  
Strategic Decision ◽  
Strategic Decision Making ◽  
Business Managers ◽  
Economic Sectors ◽  
Conceptual Approach ◽  
Resources And Capabilities ◽  
And Performance ◽  
Resource Based Theory

The assumptions of the resource-based theory (RBV) are often tested using an approach centered on the heterogeneity of resources, allowing only identify specific resources or capabilities that should be exploited to achieve competitive advantage. In this paper we use a conceptual approach seeking to test whether value, rare and inimitable combinations of resources and capabilities, rather than their specificity, achieve competitive advantage and performance. The results obtained from 368 questionnaires validated by business managers of several Portuguese economic sectors show that the increase in value, rarity and inimitability of the combinations tested, raises the company's competitive advantage, and that performance is achieved by this route. The findings are of interest for the development of the field of strategic management and for managers enabling strategic decision-making based on valuable, rare and inimitable company`s resources and capabilities combinations.

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