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  • 1
    Electronic Resource
    Electronic Resource
    THE COGNITIVE PERSPECTIVE ON STRATEGIC DECISION MAKING (1988)
    Oxford, UK : Blackwell Publishing Ltd
    Journal of management studies 25 (1988), S. 0 
    Details
    ISSN: 1467-6486
    Source: Blackwell Publishing Journal Backfiles 1879-2005
    Topics: Economics
    Notes: Strategic management researchers are showing increased interest in the cognitions of strategic decision-makers. In this article, the importance of strategic cognitions is discussed and research on a number of major topics within the cognitive perspective is summarized. the paper concludes with an integrative model of cognitions in strategic decision making. This model provides the basis for questions for future research.
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1111/j.1467-6486.1988.tb00021.x
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  • 2
    Electronic Resource
    Electronic Resource
    LINKING COGNITIVE, ORGANIZATIONAL AND POLITICAL FACTORS IN EXPLAINING STRATEGIC CHANGE (1989)
    Oxford, UK : Blackwell Publishing Ltd
    Journal of management studies 26 (1989), S. 0 
    Details
    ISSN: 1467-6486
    Source: Blackwell Publishing Journal Backfiles 1879-2005
    Topics: Economics
    Notes: Much recent research on strategic decision-making and strategic change from many different perspectives challenges the view that decision outcomes are the product of rational choice. Allison's (1971) classification scheme is used to categorize recent strategic decision research within three different perspectives. Discussions of research on cognitive, organizational and political perspectives are followed by an integrative discussion showing how these three perspectives can be combined to deal with the full complexity of strategic decisions and the strategic change process.
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1111/j.1467-6486.1989.tb00723.x
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  • 3
    Electronic Resource
    Electronic Resource
    THE EFFECTS OF INFORMATION TECHNOLOGY ON STRATEGIC DECISION MAKING (1995)
    Oxford, UK : Blackwell Publishing Ltd
    Journal of management studies 32 (1995), S. 0 
    Details
    ISSN: 1467-6486
    Source: Blackwell Publishing Journal Backfiles 1879-2005
    Topics: Economics
    Notes: Information technology (IT) may be defined as computer-based technology for the storage, accessing, processing and communication of information. Many writers have suggested that the use of IT should improve strategic decisions and have developed a number of propositions about the effects of IT on strategic decision making. However, no study has yet addressed the specific effects of IT on major phases of this process. Using Mintzberg, Raisinghani and Theoret's (1976, ‘The structure of unstructured decision processes’, Administrative Science Quarterly, 21, 2, 246–75) strategic decision-making model, this study assessed the effects of IT on the major phases of the process through an intensive examination of eight decisions in four companies. the results of the study provide new information on the specific ways IT improves decision-making efficiency and effectiveness at each stage of the strategic decision process.
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1111/j.1467-6486.1995.tb00777.x
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  • 4
    Electronic Resource
    Electronic Resource
    TOP MANAGEMENT, STRATEGY AND ORGANIZATIONAL KNOWLEDGE STRUCTURES (1992)
    Oxford, UK : Blackwell Publishing Ltd
    Journal of management studies 29 (1992), S. 0 
    Details
    ISSN: 1467-6486
    Source: Blackwell Publishing Journal Backfiles 1879-2005
    Topics: Economics
    Notes: The cognitive aspects of strategic management and organizational learning have been receiving increasing interest from researchers (Fahey and Narayanan, 1986; Prahalad and Bettis, 1986). Researchers have called for more detailed descriptions of the ways that individual-level cognitions contribute to organizational-level strategies (Daft and Weick, 1984; Smircich and Stubbart, 1985). In this article, a theory of organizational knowledge structures which include core and peripheral features is presented. From this theory propositions are suggested to guide future research on organizational learning.
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1111/j.1467-6486.1992.tb00658.x
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  • 5
    Electronic Resource
    Electronic Resource
    DEVIL'S ADVOCACY IN MANAGERIAL DECISION-MAKING (1984)
    Oxford, UK : Blackwell Publishing Ltd
    Journal of management studies 21 (1984), S. 0 
    Details
    ISSN: 1467-6486
    Source: Blackwell Publishing Journal Backfiles 1879-2005
    Topics: Economics
    Notes: There is some debate about the potential value of using devil's advocates in top-level organizational decision-making. In this paper, the contrasting views on this question are summarized briefly and the field and laboratory research on the devil's advocate and related techniques is discussed. This research is then used as the basis for detailed suggestions on the effective use of devil's advocates in improving managerial decisions.
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1111/j.1467-6486.1984.tb00229.x
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  • 6
    Electronic Resource
    Electronic Resource
    DEVIL'S ADVOCACY AND DIALECTICAL INQUIRY EFFECTS ON PREDICTION PERFORMANCE: TASK INVOLVEMENT AS A MEDIATING VARIABLE (1984)
    Oxford, UK : Blackwell Publishing Ltd
    Decision sciences 15 (1984), S. 0 
    Details
    ISSN: 1540-5915
    Source: Blackwell Publishing Journal Backfiles 1879-2005
    Topics: Economics
    Notes: Critics of previous laboratory experiments comparing devil's advocacy (DA) to dialectical inquiry (DI) have suggested that these experiments produced misleading results because (1) they used subjects who had low levels of task involvement and (2) the DI treatment used was confusing to subjects and required further explanation to be useful. The present study examines the effects of four inquiry methods—expert (E), DA, DI, and DI with explanatory statement (DI+)—on subjects' performance at a financial prediction task. Results show that DA, DI, and DI + were superior to E when the state of the world differed significantly from assumptions underlying the expert's plan. For subjects with high task involvement, DI and DI + were more effective than E and DA. The results support some of the criticisms of previous laboratory research and suggest that future research on these decision aids should include task involvement as a factor.
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1111/j.1540-5915.1984.tb01235.x
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  • 7
    Electronic Resource
    Electronic Resource
    LABORATORY RESEARCH ON ILL-STRUCTURED DECISION AIDS: THE CASE OF DIALECTICAL INQUIRY (1983)
    Oxford, UK : Blackwell Publishing Ltd
    Decision sciences 14 (1983), S. 0 
    Details
    ISSN: 1540-5915
    Source: Blackwell Publishing Journal Backfiles 1879-2005
    Topics: Economics
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1111/j.1540-5915.1983.tb00176.x
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  • 8
    Electronic Resource
    Electronic Resource
    EFFECTS OF INQUIRY METHODS AND AMBIGUITY TOLERANCE ON PREDICTION PERFORMANCE (1982)
    Oxford, UK : Blackwell Publishing Ltd
    Decision sciences 13 (1982), S. 0 
    Details
    ISSN: 1540-5915
    Source: Blackwell Publishing Journal Backfiles 1879-2005
    Topics: Economics
    Notes: This study examined the comparative effectiveness of four inquiry methods on a financial prediction task. Inquiry methods included the expert (E), devil's advocate (DA), and dialectical inquiry (DI) techniques as well as a combined devil's advocate-dialectical inquiry (DADI) technique. Also, the moderating effects of ambiguity tolerance were considered. Results indicated that when the state of the world was opposite to the assumptions underlying a plan, the DA, DI, and DADI approaches were all superior to the E approach. Further, for high ambiguity-tolerance subjects, the DA and DADI approaches led to significantly better prediction performance than the E approach, and the superiority of the DADI approach over the DI approach was marginally significant. Results suggest that decision makers' levels of ambiguity tolerance should be considered before recommending their use of either the DA or DADI approach as an ill-structured decision-making aid.
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1111/j.1540-5915.1982.tb00143.x
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  • 9
    Electronic Resource
    Electronic Resource
    EFFECTS OF CONFLICTING ANALYSES ON MANAGERIAL DECISION MAKING: A LABORATORY EXPERIMENT (1983)
    Oxford, UK : Blackwell Publishing Ltd
    Decision sciences 14 (1983), S. 0 
    Details
    ISSN: 1540-5915
    Source: Blackwell Publishing Journal Backfiles 1879-2005
    Topics: Economics
    Notes: Researchers in a variety of disciplines have recommended the use of multiple conflicting data analyses to improve managerial decision making through the challenging of assumptions. This study deals with the effects of single data analyses and conflicting analyses on managers' solutions to a case analysis task. Results showed that managers who received conflicting analyses produced solutions with higher expected profits than those who received single analyses. Implications for the use of analytic decision aids are noted.
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1111/j.1540-5915.1983.tb00200.x
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  • 10
    Electronic Resource
    Electronic Resource
    The Case for ‘Weaker’ Leadership (1997)
    Oxford, UK and Boston, USA : Blackwell Publishers Ltd
    Business strategy review 8 (1997), S. 0 
    Details
    ISSN: 1467-8616
    Source: Blackwell Publishing Journal Backfiles 1879-2005
    Topics: Economics
    Notes: This article argues that the pendulum in the debate on leadership has now swung too far in the direction of the “tyranny of opinion” and that this has increased the chances of wrong decisions being taken. But if this is so, what are the practical means by which diversity and conflict can be channelled into the decision-making process. After discussing a wide range of research, the author describes his own preferred technique of formally using a devil’s advocate to test proposals for change – but without setting out alternative proposals.
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1111/1467-8616.00032
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