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Participation in Strategic Decision Making: The Role of Organizational Predisposition and Issue Interpretation*
16 references·16 citing·33 second hopsampled
Participation in Strategic Decision Making: The Role of Organizational Predisposition and Issue Interpretation* (1998)Participation in Strategic Decision Makin…Sensemaking in Organizations (1996)Sensemaking in OrganizationsLooking inside for competitive advantage (1995)Looking inside for competitiv…Percept-percept inflation in microorganizational research: An investigation of prevalence and effect. (1994)Percept-percept inflation in …Hypercompetition: managing the dynamics of strategic maneuvering (1994)Hypercompetition: managing th…Competitive Advantage Through People (1994)Competitive Advantage Through…STRATEGIC SENSEMAKING AND ORGANIZATIONAL PERFORMANCE: LINKAGES AMONG SCANNING, INTERPRETATION, ACTION, AND OUTCOMES. (1993)STRATEGIC SENSEMAKING AND ORG…Collective Mind in Organizations: Heedful Interrelating on Flight Decks (1993)Collective Mind in Organizati…Leadership and the New Science (1992)Leadership and the New ScienceOrganizations: Rational, Natural, and Open Systems (1988)Organizations: Rational, Natu…Categorizing Strategic Issues: Links to Organizational Action (1987)Categorizing Strategic Issues…Structural Inertia and Organizational Change (1984)Structural Inertia and Organi…Research in Organizational Behavior (1984)Research in Organizational Be…Threat Rigidity Effects in Organizational Behavior: A Multilevel Analysis (1981)Threat Rigidity Effects in Or…Organizational climate: A review of theory and research. (1974)Organizational climate: A rev…Designing Complex Organizations (1973)Designing Complex Organizatio…An introduction to cybernetics (1956)An introduction to cyberneticsA Literature Review of the Strategic Decision-Making Context: A Synthesis of Previous Mixed Findings and an Agenda for the Way Forward (2020)A Literature Review of the St…Sustainable Entrepreneurial Orientation: A Business Strategic Approach for Sustainable Development (2017)Sustainable Entrepreneurial O…How others see us: leaders’ perceptions of communication and communication managers (2014)How others see us: leaders’ p…The Effects of Strategic and Structural Supply Chain Orientation on Operational and Customer‐Focused Performance (2013)The Effects of Strategic and …The Relationship Between Governance Roles and Performance in Local Public Interorganizational Networks (2011)The Relationship Between Gove…Organizational Mindfulness in Business Schools (2011)Organizational Mindfulness in…Thinking of the organization as a system: The role of managerial perceptions in developing a corporate social responsibility strategic agenda (2008)Thinking of the organization …Exploring the Role of Management Accounting Systems in Strategic Sensemaking (2008)Exploring the Role of Managem…Causal inferences between participation in decision making, task attributes, work effort, rewards, job satisfaction and commitment (2006)Causal inferences between par…An Empirical Test of Cognitive Style and Strategic Decision Outcomes* (2005)An Empirical Test of Cognitiv…The role of routines in reducing pervasive uncertainty (2004)The role of routines in reduc…The effect of top management support of SISP on strategic IS management: insights from the US electric power industry (2004)The effect of top management …Complexity science and health care management (2004)Complexity science and health…Cultural variations in strategic issue interpretation: relating cultural uncertainty avoidance to controllability in discriminating threat and opportunity (2003)Cultural variations in strate…What a Mess! Participation as a Simple Managerial Rule to ‘Complexify’ Organizations (2002)What a Mess! Participation as…Does Decentralization Make a Difference for the Organization? An Examination of the Boundary Conditions Circumbscribing Decentralized Decision-Making and Organizational Financial Performance (2002)Does Decentralization Make a …The Discovery of Grounded Theory: Strategies for Qualitative Research. (1968)Situated Learning: Legitimate Peripheral Participation. (1994)Perspective Making and Perspective Taking in Communities of Knowing (1995)What Makes Teams Work: Group Effectiveness Research from the Shop Floor to the Executive Suite (1997)Bridging Epistemologies: The Generative Dance Between Organizational Knowledge and Organizational Knowing (1999)Mind, Self, and Society (2015)Imitation Costs and Patents: An Empirical Study (1981)Walking a Tightrope: Creating Value Through Interorganizational Relationships (2000)MANAGING CUSTOMER SERVICES: HUMAN RESOURCE PRACTICES, QUIT RATES, AND SALES GROWTH. (2002)What are dynamic capabilities and are they a useful construct in strategic management? (2009)Richard M. Cyert & James G. March, A Behavioral Theory of The Firm, Prentice-Hall, Inc., Englewood Cliffs, New Jersey, 1963, 332 s. (1964)The need to belong: Desire for interpersonal attachments as a fundamental human motivation. (1995)Psychological Safety and Learning Behavior in Work Teams (1999)External Control of Organizations: Resource Dependence Perspective (2011)The myopia of learning (1993)Managing Legitimacy: Strategic and Institutional Approaches (1995)Building Better Causal Theories: A Fuzzy Set Approach to Typologies in Organization Research (2011)Social Capital, Intellectual Capital, and the Organizational Advantage (1998)Deliberate Learning and the Evolution of Dynamic Capabilities (2002)Organizing and the Process of Sensemaking (2005)A Dynamic Theory of Organizational Knowledge Creation (1994)Clarifying the Entrepreneurial Orientation Construct and Linking It To Performance (1996)Understanding and sharing intentions: The origins of cultural cognition (2005)THE IMPACT OF HUMAN RESOURCE MANAGEMENT ON ORGANIZATIONAL PERFORMANCE: PROGRESS AND PROSPECTS. (1996)THE IMPACT OF HUMAN RESOURCE MANAGEMENT PRACTICES ON PERCEPTIONS OF ORGANIZATIONAL PERFORMANCE. (1996)CORPORATE SOCIAL PERFORMANCE AND ORGANIZATIONAL ATTRACTIVENESS TO PROSPECTIVE EMPLOYEES. (1997)Strategic Responses to Institutional Processes (1991)Toward a Theory of Stakeholder Identification and Salience: Defining the Principle of who and What Really Counts (1997)Social Identity Theory and the Organization (1989)Job Satisfaction and Organizational Commitment as Predictors of Organizational Citizenship and In-Role Behaviors (1991)Alumni and their alma mater: A partial test of the reformulated model of organizational identification (1992)Organizational Information Requirements, Media Richness and Structural Design (1986)Toward a knowledge‐based theory of the firm (1996)
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References

  • 1996Sensemaking in Organizations15,614 cited
  • 1984Research in Organizational Behavior10,806 cited
  • 1956An introduction to cybernetics7,572 cited
  • 1984Structural Inertia and Organizational Change7,243 cited
  • 1973Designing Complex Organizations5,427 cited
  • 1988Organizations: Rational, Natural, and Open Systems5,191 cited
  • 1993Collective Mind in Organizations: Heedful Interrelating on Flight Decks4,382 cited
  • 1981Threat Rigidity Effects in Organizational Behavior: A Multilevel Analysis3,637 cited
  • 1994Competitive Advantage Through People2,534 cited
  • 1995Looking inside for competitive advantage2,174 cited
  • 1987Categorizing Strategic Issues: Links to Organizational Action1,599 cited
  • 1993STRATEGIC SENSEMAKING AND ORGANIZATIONAL PERFORMANCE: LINKAGES AMONG SCANNING, INTERPRETATION, ACTION, AND OUTCOMES.1,402 cited
  • 1994Percept-percept inflation in microorganizational research: An investigation of prevalence and effect.1,224 cited
  • 1992Leadership and the New Science1,132 cited
  • 1974Organizational climate: A review of theory and research.1,089 cited
  • 1994

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Hypercompetition: managing the dynamics of strategic maneuvering
1,053 cited

Cited by

  • 2004Complexity science and health care management276 cited
  • 2006Causal inferences between participation in decision making, task attributes, work effort, rewards, job satisfaction and commitment204 cited
  • 2011Organizational Mindfulness in Business Schools194 cited
  • 2005An Empirical Test of Cognitive Style and Strategic Decision Outcomes*170 cited
  • 2004The role of routines in reducing pervasive uncertainty160 cited
  • 2002What a Mess! Participation as a Simple Managerial Rule to ‘Complexify’ Organizations149 cited
  • 2003Cultural variations in strategic issue interpretation: relating cultural uncertainty avoidance to controllability in discriminating threat and opportunity144 cited
  • 2008Thinking of the organization as a system: The role of managerial perceptions in developing a corporate social responsibility strategic agenda111 cited
  • 2013The Effects of Strategic and Structural Supply Chain Orientation on Operational and Customer‐Focused Performance110 cited
  • 2017Sustainable Entrepreneurial Orientation: A Business Strategic Approach for Sustainable Development109 cited
  • 2004The effect of top management support of SISP on strategic IS management: insights from the US electric power industry77 cited
  • 2002Does Decentralization Make a Difference for the Organization? An Examination of the Boundary Conditions Circumbscribing Decentralized Decision-Making and Organizational Financial Performance76 cited
  • 2020A Literature Review of the Strategic Decision-Making Context: A Synthesis of Previous Mixed Findings and an Agenda for the Way Forward67 cited
  • 2014How others see us: leaders’ perceptions of communication and communication managers59 cited
  • 2008Exploring the Role of Management Accounting Systems in Strategic Sensemaking59 cited
  • 2011The Relationship Between Governance Roles and Performance in Local Public Interorganizational Networks56 cited