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Reconsidering the Strategic Implications of Decision Comprehensiveness
16 references·16 citing·44 second hopsampled
Reconsidering the Strategic Implications of Decision Comprehensiveness (2007)Reconsidering the Strategic Implications …Academy of Management Journal (2013)Academy of Management JournalFools Rush in? The Institutional Context of Industry Creation* (2007)Fools Rush in? The Institutio…DISTINGUISHING THE EFFECTS OF FUNCTIONAL AND DYSFUNCTIONAL CONFLICT ON STRATEGIC DECISION MAKING: RESOLVING A PARADOX FOR TOP MANAGEMENT TEAMS. (1996)DISTINGUISHING THE EFFECTS OF…Fools Rush in? The Institutional Context of Industry Creation (1994)Fools Rush in? The Institutio…Recent developments in modeling preferences: Uncertainty and ambiguity (1992)Recent developments in modeli…MAKING FAST STRATEGIC DECISIONS IN HIGH-VELOCITY ENVIRONMENTS. (1989)MAKING FAST STRATEGIC DECISIO…Three Types of Perceived Uncertainty About the Environment: State, Effect, and Response Uncertainty (1987)Three Types of Perceived Unce…Research in Organizational Behavior. (1986)Research in Organizational Be…Dimensions of Organizational Task Environments (1984)Dimensions of Organizational …Innovation in conservative and entrepreneurial firms: Two models of strategic momentum (1982)Innovation in conservative an…The External Control of Organizations: A Resource Dependence Perspective (1979)The External Control of Organ…The External Control of Organizations. (1978)The External Control of Organ…Strategy formulation : analytical concepts (1978)Strategy formulation : analyt…Information Processing as an Integrating Concept in Organizational Design (1978)Information Processing as an …Organization Design (1977)Organization DesignRisk, Ambiguity, and the Savage Axioms (1961)Risk, Ambiguity, and the Sava…Artificial intelligence capability and organizational performance: unraveling the mediating mechanisms of decision-making processes (2024)Artificial intelligence capab…Unpacking Political Ideology: CEO Social and Economic Ideologies, Strategic Decision-Making Processes, and Corporate Entrepreneurship (2021)Unpacking Political Ideology:…Are researchers deliberately bypassing the technology transfer office? An analysis of TTO awareness (2016)Are researchers deliberately …Transactive Memory Systems and Firm Performance: An Upper Echelons Perspective (2015)Transactive Memory Systems an…Interorganizational collaboration and firm innovativeness: Unpacking the role of the organizational environment (2015)Interorganizational collabora…CEO characteristics and corporate entrepreneurship in transition economies: Evidence from China (2014)CEO characteristics and corpo…Top Management Team Shared Leadership and Organizational Ambidexterity: a Moderated Mediation Framework (2013)Top Management Team Shared Le…Top Management Compositional Effects on Corporate Entrepreneurship: The Moderating Role of Perceived Technological Uncertainty (2013)Top Management Compositional …Perceived Environmental Dynamism, Relative Competitive Performance, and Top Management Team Heterogeneity: Examining Correlates of Upper Echelons’ Advice-Seeking (2013)Perceived Environmental Dynam…On the relevance of Cognitive Continuum Theory and quasirationality for understanding management judgment and decision making (2012)On the relevance of Cognitive…Cultivating a resilient top management team: The importance of relational connections and strategic decision comprehensiveness (2012)Cultivating a resilient top m…Exploring Portfolio Decision‐Making Processes* (2011)Exploring Portfolio Decision‐…Corporate shareholdings and organizational ambidexterity in high-tech SMEs: Evidence from a transitional economy (2011)Corporate shareholdings and o…Toward a Model of Understanding Strategic Decision-Making in Micro-Firms: Exploring the Australian Information Technology Sector (2009)Toward a Model of Understandi…Polychronicity in top management teams: The impact on strategic decision processes and performance of new technology ventures (2009)Polychronicity in top managem…Policy Gaming for Strategy and Change (2007)Policy Gaming for Strategy an…Organization and environment (1967)Designing Complex Organizations (1973)Organizational Strategy, Structure, and Process (1978)The Adoption of Radical and Incremental Innovations: An Empirical Analysis (1986)Knowledge‐based resources, entrepreneurial orientation, and the performance of small and medium‐sized businesses (2003)A Multi‐Dimensional Framework of Organizational Innovation: A Systematic Review of the Literature (2009)The Population Ecology of Organizations (1977)Competitive Strategy: Techniques for Analyzing Industries and Competitors (1980)Technological Discontinuities and Organizational Environments (1986)Architectural Innovation: The Reconfiguration of Existing Product Technologies and the Failure of Established Firms (1990)Knowledge Management: An Organizational Capabilities Perspective (2001)External Control of Organizations: Resource Dependence Perspective (2011)The social psychology of organizing (1969)The Social Psychology of Organizations. (1979)Upper Echelons: The Organization as a Reflection of Its Top Managers (1984)Strategic Responses to Institutional Processes (1991)Organizing and the Process of Sensemaking (2005)Exchange and Power in Social Life (2017)The Iron Cage Revisited: Institutional Isomorphism and Collective Rationality in Organizational Fields (1983)STRATEGIC SENSEMAKING AND ORGANIZATIONAL PERFORMANCE: LINKAGES AMONG SCANNING, INTERPRETATION, ACTION, AND OUTCOMES. (1993)Predictors and outcomes of openness to changes in a reorganizing workplace. (2000)The iron cage revisited institutional isomorphism and collective rationality in organizational fields (2004)Organizational Response to Adversity: Fusing Crisis Management and Resilience Research Streams (2017)Institutionalized Organizations: Formal Structure as Myth and Ceremony (1977)MANAGERIAL TIES AND FIRM PERFORMANCE IN A TRANSITION ECONOMY: THE NATURE OF A MICRO-MACRO LINK. (2000)Rhetorical Strategies of Legitimacy (2005)2 How Actors Change Institutions: Towards a Theory of Institutional Entrepreneurship (2009)The Discovery of Grounded Theory; Strategies for Qualitative Research (1968)The Discovery of Grounded Theory: Strategies for Qualitative Research. (1968)Case Study Research: Design and Methods (1984)Dynamic capabilities: what are they? (2000)Theory Building From Cases: Opportunities And Challenges (2007)Seeking Qualitative Rigor in Inductive Research (2012)The Framing of Decisions and the Psychology of Choice (1981)Prospect theory: An analysis of decision under risk (1988)Advances in prospect theory: Cumulative representation of uncertainty (1992)Toward a Theory of Stakeholder Identification and Salience: Defining the Principle of who and What Really Counts (1997)The Relational View: Cooperative Strategy and Sources of Interorganizational Competitive Advantage (1998)Emotional Intelligence, Cognitive Intelligence, and Job Performance (2006)7 Emotion in Organizations (2007)Hidden Connections: The Link Between Board Gender Diversity and Corporate Social Performance (2012)Self-Reports in Organizational Research: Problems and Prospects (1986)Managing Legitimacy: Strategic and Institutional Approaches (1995)Toward a knowledge‐based theory of the firm (1996)
this work references cited by second hop· second hop is a sample of the most-cited connections

References

  • 1986Research in Organizational Behavior.10,897 cited
  • 1979The External Control of Organizations: A Resource Dependence Perspective9,172 cited
  • 1961Risk, Ambiguity, and the Savage Axioms7,892 cited
  • 1978The External Control of Organizations.4,945 cited
  • 2013Academy of Management Journal4,798 cited
  • 1984Dimensions of Organizational Task Environments3,912 cited
  • 1989MAKING FAST STRATEGIC DECISIONS IN HIGH-VELOCITY ENVIRONMENTS.3,816 cited
  • 1982Innovation in conservative and entrepreneurial firms: Two models of strategic momentum2,757 cited
  • 1987Three Types of Perceived Uncertainty About the Environment: State, Effect, and Response Uncertainty2,649 cited
  • 2007Fools Rush in? The Institutional Context of Industry Creation*2,618 cited
  • 1996DISTINGUISHING THE EFFECTS OF FUNCTIONAL AND DYSFUNCTIONAL CONFLICT ON STRATEGIC DECISION MAKING: RESOLVING A PARADOX FOR TOP MANAGEMENT TEAMS.2,582 cited
  • 1978Information Processing as an Integrating Concept in Organizational Design2,572 cited
  • 1978Strategy formulation : analytical concepts2,525 cited
  • 1977Organization Design2,177 cited
  • 1994Fools Rush in? The Institutional Context of Industry Creation

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1,872 cited
  • 1992Recent developments in modeling preferences: Uncertainty and ambiguity1,795 cited
  • Cited by

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    • 2024Artificial intelligence capability and organizational performance: unraveling the mediating mechanisms of decision-making processes156 cited
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    • 2015Interorganizational collaboration and firm innovativeness: Unpacking the role of the organizational environment147 cited
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    • 2013Top Management Compositional Effects on Corporate Entrepreneurship: The Moderating Role of Perceived Technological Uncertainty123 cited
    • 2021Unpacking Political Ideology: CEO Social and Economic Ideologies, Strategic Decision-Making Processes, and Corporate Entrepreneurship114 cited
    • 2013Perceived Environmental Dynamism, Relative Competitive Performance, and Top Management Team Heterogeneity: Examining Correlates of Upper Echelons’ Advice-Seeking113 cited
    • 2012On the relevance of Cognitive Continuum Theory and quasirationality for understanding management judgment and decision making104 cited
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