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Becoming Aware of the Unknown: Decision Making During the Implementation of a Strategic Initiative
16 references·6 citing·28 second hop
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References

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  • 1989Building Theories from Case Study Research17,437 cited
  • 2008Qualitative Data Analysis17,372 cited
  • 2007Theory Building From Cases: Opportunities And Challenges16,654 cited
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  • 1921Risk, Uncertainty and Profit9,962 cited
  • 1964A Behavioral Theory of the Firm7,791 cited
  • 1978Administrative Behavior: A Study of Decision-Making Processes in Administrative Organization.4,801 cited
  • 1997The Art of Continuous Change: Linking Complexity Theory and Time-Paced Evolution in Relentlessly Shifting Organizations4,284 cited
  • 1987Three Types of Perceived Uncertainty About the Environment: State, Effect, and Response Uncertainty2,649 cited
  • 1996Real Options: Managerial Flexibility and Strategy in Resource Allocation2,220 cited
  • 2008What passes as a rigorous case study?1,959 cited
  • 1988RATIONALITY AS PROCESS AND AS PRODUCT OF THOUGHT1,771 cited
  • 1999Strategy safari: a guided tour through the wilds of strategic management1,738 cited

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1997
Administrative behavior : a study of decision-making processes in administrative organizations
1,689 cited

Cited by

  • 2020Strategy implementation: Taking stock and moving forward56 cited
  • 2014Defining decision making process performance: Conceptualization and validation of an index34 cited
  • 2014The role of operations executives in strategy making29 cited
  • 2023CEO's self-oriented perfectionism, strategic decision comprehensiveness and firm resilience16 cited
  • 2017Dimensions of Decision-Making Process Quality and Company Performance: A Study of Top Managers in Slovenia9 cited
  • 2023Is comprehensiveness in making strategic decisions always helpful?8 cited