Distinguishing the Effects of Functional and Dysfunctional Conflict on Strategic Decision Making: Resolving a Paradox for Top Management Teams

1996 ◽  
Vol 39 (1) ◽  
pp. 123-148 ◽  
Author(s):  
Allen C. Amason
Keyword(s):  
Decision Making ◽  
Top Management Teams ◽  
Management Teams ◽  
Strategic Decision ◽  
Strategic Decision Making ◽  
Top Management ◽  
Dysfunctional Conflict

Industry Differences in Strategic Decision Making of Dutch Top Management Teams

2013 ◽  
Author(s):  
Alexander S. Alexiev ◽  
Justin J. P. Jansen ◽  
Frans A. J. Van den Bosch ◽  
Henk W. Volberda
Keyword(s):  
Decision Making ◽  
Top Management Teams ◽  
Management Teams ◽  
Strategic Decision ◽  
Strategic Decision Making ◽  
Top Management

Top management team international experience and strategic decision-making

2018 ◽  
Vol 26 (1) ◽  
pp. 50-70 ◽  
Author(s):  
Akbar Azam ◽  
Cristina Boari ◽  
Fabiola Bertolotti
Keyword(s):  
Decision Making ◽  
Top Management Team ◽  
Time Frame ◽  
International Experience ◽  
Top Management Teams ◽  
Management Team ◽  
Strategic Decision ◽  
Strategic Decision Making ◽  
Top Management ◽  
Content Type

Purpose This study aims to explore the influence of top management team international experience on international strategic decision-making rationality and, subsequently, its effect on decision effectiveness (decision performance). Design/methodology/approach This analysis is based on survey data of small- and medium-sized international Pakistani firms operating in the IT industry. Findings Results show that top management team international experience is positively related to international strategic decision-making rationality, and the latter partially mediates the international experience – decision effectiveness relationship. Research limitations/implications The study is based on data collected from a single industry and focuses on an international decision that occurred within a time-frame of previous four years. Practical implications Findings suggest that international firms, when composing their top management teams, should favor the inclusion of internationally experienced managers. Originality/value The study of the influence of international experience on the decision-making process in general and decision-making rationality in particular has been largely neglected in extant literature. This paper highlights one way through which the international experience of the top management team as a whole relates to the effectiveness of international decisions. The paper also advances emergent managerial cognition literature focusing on the top management team and not individual decision makers.

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