RESOLVING THE PARADOX OF CONFLICT, STRATEGIC DECISION MAKING, AND ORGANIZATIONAL PERFORMANCE

Allen C. Amason · David M. Schweiger

364 citations0/0 files storedInternational Journal of Conflict Management

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Conflict Management and Negotiation Team Dynamics and Performance Leadership, Behavior, and Decision-Making Studies

Abstract

Strategic decision making influences organizational performance. However, close examination of this relationship reveals a subtle paradox. It appears that the products of strategic decision making, all of which are necessary for enhanced organizational performance, do not peacefully coexist. Conflict seems to be the crux of this conundrum. As such, a better understanding of conflict's effects on strategic decision making is needed This paper integrates a multidimensional conceptualization of conflict Into a model of strategic decision making and organizational performance and develops propositions to guide empirical study of the effects of conflict on strategic decision making.

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References

1984Upper Echelons: The Organization as a Reflection of Its Top Managers 1972Organizational Structure, Environment and Performance: The Role of Strategic Choice 1976The Structure of "Unstructured" Decision Processes 2016Strategic Management Journal 1989Top management and innovations in banking: Does the composition of the top team make a difference?1992POWER IN TOP MANAGEMENT TEAMS: DIMENSIONS, MEASUREMENT, AND VALIDATION.1988POLITICS OF STRATEGIC DECISION MAKING IN HIGH-VELOCITY ENVIRONMENTS: TOWARD A MIDRANGE THEORY.1992Strategic decision making

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