Article1987

AN EXAMINATION OF THE UNDERLYING DYNAMICS OF STRATEGIC DECISIONS SUBJECT TO UPWARD INFLUENCE ACTIVITY

42 citations0/0 files storedJournal of Management Studies

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Management and Organizational Studies Leadership, Behavior, and Decision-Making Studies Organizational Management and Leadership

Abstract

Abstract This study examines the underlying dynamics of strategic decisions that are subject to upward influence activity. The results suggest that the strategymaking process deviates considerably from typical rational comprehensive approaches in that strategies are affected by: initial sense‐making activity, perceptions of risk and return, and power and negotiation skills. Differences due to functional area of the manager involved in the influence activity are discussed.

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1959The Science of "Muddling Through"1964A Behavioral Theory of the Firm 1987The Concept of Corporate Strategy 1976The Structure of "Unstructured" Decision Processes 1968Toward a theory of task motivation and incentives 1972Essence of Decision: Explaining the Cuban Missile Crisis 1970Corporate strategy : an analytic approach to business policy for growth and expansion.1960The Social Psychology of Groups.

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