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The Effects of Group Decision-Making Process and Problem Situation Complexity on Implementation Attempts
13 references·7 citing·44 second hop
The Effects of Group Decision-Making Process and Problem Situation Complexity on Implementation Attempts (1980)The Effects of Group Decision-Making Proc…Models for Decision Making in Organizations and Some Contextual Variables Which Stipulate Optimal Use (1976)Models for Decision Making in…Implementing Operations Research/Management Science (1976)Implementing Operations Resea…Tasks and Task Consequences as Factors in Individual and Group brainstorming (1975)Tasks and Task Consequences a…Group Techniques for Program Planning (1975)Group Techniques for Program …Group Decision-Making Performance as Influenced by Consensus and Self-Orientation (1975)Group Decision-Making Perform…The Nature of Managerial Work (1974)The Nature of Managerial WorkThe Effectiveness of Nominal, Delphi, and Interacting Group Decision Making Processes. (1974)The Effectiveness of Nominal,…Leadership and Decision-Making (1973)Leadership and Decision-MakingA comparative study of differences in subjective likelihood estimates made by individuals, interacting groups, Delphi groups, and nominal groups (1973)A comparative study of differ…The consequences of social interaction in group problem solving (1969)The consequences of social in…Personality, problem-solving procedure, and performance in small groups. (1969)Personality, problem-solving …Participative decision making: A model, literature critique, and prescriptions for research (1968)Participative decision making…Statistical principles in experimental design. (1962)Statistical principles in exp…The evolution of expertise in decision support technologies: A challenge for organizations (2009)The evolution of expertise in…The facilitators perspective on meetings and implications for group support systems design (1999)The facilitators perspective …Group model-building: tackling messy problems (1999)Group model-building: tacklin…STRATEGIC SENSEMAKING AND ORGANIZATIONAL PERFORMANCE: LINKAGES AMONG SCANNING, INTERPRETATION, ACTION, AND OUTCOMES. (1993)STRATEGIC SENSEMAKING AND ORG…Strategic Issue Analysis: NGT + Decision Analysis for Resolving Strategic Issues (1989)Strategic Issue Analysis: NGT…The Strategic Decision Process and Organizational Structure (1986)The Strategic Decision Proces…The Nominal Group Technique: Expanding the Basic Procedure and Underlying Assumptions (1984)The Nominal Group Technique: …Research in Organizational Behavior (1984)Upper Echelons: The Organization as a Reflection of Its Top Managers (1984)THE APPLICATION OF CLUSTER ANALYSIS IN STRATEGIC MANAGEMENT RESEARCH: AN ANALYSIS AND CRITIQUE (1996)Identification in Organizations: An Examination of Four Fundamental Questions (2008)External Control of Organizations: Resource Dependence Perspective (2011)Sensemaking in Organizations: Taking Stock and Moving Forward (2013)Design of Experiments (1936)Planning of Experiments (1958)Back-Translation for Cross-Cultural Research (1970)Intraclass correlations: Uses in assessing rater reliability. (1979)A 12-Item Short-Form Health Survey (1996)Design and Analysis of Experiments (2007)A Behavioral Theory of the Firm (1963)MAKING FAST STRATEGIC DECISIONS IN HIGH-VELOCITY ENVIRONMENTS. (1989)Gender and leadership style: A meta-analysis. (1990)Transformational, transactional, and laissez-faire leadership styles: A meta-analysis comparing women and men. (2003)An Experimental Application of the DELPHI Method to the Use of Experts (1963)A Group Process Model for Problem Identification and Program Planning (1971)Comparison of Bayesian and regression approaches to the study of information processing in judgment (1971)The Delphi technique as a forecasting tool: issues and analysis (1999)Current validity of the Delphi method in social sciences (2005)The Delphi Method for Graduate Research (2007)The Delphi Method: An Experimental Study of Group Opinion (1969)Expert Opinions in Forecasting: The Role of the Delphi Technique (2001)Critical Incident Technique (2007)The Science of "Muddling Through" (1959)A Garbage Can Model of Organizational Choice (1972)Categorizing Strategic Issues: Links to Organizational Action (1987)A Resource-Based Theory of the Firm: Knowledge Versus Opportunism (1996)Clarifying the Entrepreneurial Orientation Construct and Linking It To Performance (1996)The magical number seven, plus or minus two: Some limits on our capacity for processing information. (1956)Judgment under Uncertainty: Heuristics and Biases (1975)The fifth discipline, the art and practice of the learning organization (1991)The implications of complexity for integrated resources management (2006)A review of the recent contribution of systems thinking to operational research and management science (2009)Tools and methods in participatory modeling: Selecting the right tool for the job (2018)User Acceptance of Computer Technology: A Comparison of Two Theoretical Models (1989)Extrinsic and Intrinsic Motivation to Use Computers in the Workplace 1 (1992)Implementation of Electronic Data Interchange: An Innovation Diffusion Perspective (1994)The External Control of Organizations. (1978)AFFECT- AND COGNITION-BASED TRUST AS FOUNDATIONS FOR INTERPERSONAL COOPERATION IN ORGANIZATIONS. (1995)Social Capital, Intellectual Capital, and the Organizational Advantage (1998)Computer-Mediated Communication (1996)The Delphi Technique: Making Sense of Consensus (2020)
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References

  • 1962Statistical principles in experimental design.27,183 cited
  • 1974The Nature of Managerial Work6,367 cited
  • 1973Leadership and Decision-Making2,501 cited
  • 1975Group Techniques for Program Planning909 cited
  • 1974The Effectiveness of Nominal, Delphi, and Interacting Group Decision Making Processes.694 cited
  • 1973A comparative study of differences in subjective likelihood estimates made by individuals, interacting groups, Delphi groups, and nominal groups376 cited
  • 1976Implementing Operations Research/Management Science254 cited
  • 1968Participative decision making: A model, literature critique, and prescriptions for research212 cited
  • 1969Personality, problem-solving procedure, and performance in small groups.162 cited
  • 1976Models for Decision Making in Organizations and Some Contextual Variables Which Stipulate Optimal Use114 cited
  • 1975Tasks and Task Consequences as Factors in Individual and Group brainstorming91 cited
  • 1969The consequences of social interaction in group problem solving90 cited
  • 1975Group Decision-Making Performance as Influenced by Consensus and Self-Orientation72 cited

Cited by

  • 1993STRATEGIC SENSEMAKING AND ORGANIZATIONAL PERFORMANCE: LINKAGES AMONG SCANNING, INTERPRETATION, ACTION, AND OUTCOMES.

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1,402 cited
  • 1999Group model-building: tackling messy problems647 cited
  • 1986The Strategic Decision Process and Organizational Structure567 cited
  • 1984The Nominal Group Technique: Expanding the Basic Procedure and Underlying Assumptions108 cited
  • 1999The facilitators perspective on meetings and implications for group support systems design46 cited
  • 1989Strategic Issue Analysis: NGT + Decision Analysis for Resolving Strategic Issues28 cited
  • 2009The evolution of expertise in decision support technologies: A challenge for organizations10 cited