Framing Strategic Decisions

Abstract

Forces that set in motion a strategic decision making process were uncovered from 352 strategic decisions. Decision making was initiated by claims from stakeholders that pointed out salient concerns and difficulties and prompted directions to be set that guided a search for ways to respond. The study identified the types of claims and directions that prompted action and how these claims and directions influenced decision making success, looking for best practices. Success improved when claims were performance based and when the search for alternatives was directed by agreed upon performance expectations. Success declined when claims and directions inadvertently limited search or framed the strategic choice as an action to be taken.

Cite this work

No public copy is stored for this record, so only the metadata is cited.

Stored only when both papers are in the corpus — 127 citations exist upstream.

Papers that cite the same references — the relational fallback while embeddings are still backfilling.