The impact of third parties on strategic decision making

Todd Saxton

24 citations0/0 files storedJournal of Organizational Change Management

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Management and Organizational Studies Management and Organizational Practices Organizational Management and Leadership

Abstract

Proposes that previous discussions of strategic decision making in the strategic management literature have not effectively addressed the role of third parties including consultants. Offers three roles of third parties, including the consultant as provocateur, legitimizer and expert. Propositions are developed suggesting a contingency approach to the timing and role of third parties in the strategic decision‐making process.

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References

1974Judgment under Uncertainty: Heuristics and Biases 1975Judgment under Uncertainty: Heuristics and Biases 1979The Social Psychology of Organizations.1984Upper Echelons: The Organization as a Reflection of Its Top Managers 1976The Structure of "Unstructured" Decision Processes 1989Evolution and Revolution as Organizations Grow 1991REVOLUTIONARY CHANGE THEORIES: A MULTILEVEL EXPLORATION OF THE PUNCTUATED EQUILIBRIUM PARADIGM 1990Top-Management-Team Tenure and Organizational Outcomes: The Moderating Role of Managerial Discretion

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2015The paradoxical image of consultant expertise: a rhetorical deconstruction

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