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The Role of 'Broader Context' in Shaping the Rationality of Strategic Decision Making
16 references·0 citing·48 second hop
The Role of 'Broader Context' in Shaping the Rationality of Strategic Decision Making (2009)The Role of 'Broader Context' in Shaping …Common method biases in behavioral research: A critical review of the literature and recommended remedies. (2003)Common method biases in behav…DOES DECISION PROCESS MATTER? A STUDY OF STRATEGIC DECISION-MAKING EFFECTIVENESS. (1996)DOES DECISION PROCESS MATTER?…Top executive commitment to the status quo: Some tests of its determinants (1993)Top executive commitment to t…Strategic decision making (1992)Strategic decision makingStrategic decision models: Integrating different perspectives (1991)Strategic decision models: In…Longitudinal Field Research on Change: Theory and Practice (1990)Longitudinal Field Research o…Top management and innovations in banking: Does the composition of the top team make a difference? (1989)Top management and innovation…Strategic Decision Processes in High Velocity Environments: Four Cases in the Microcomputer Industry (1988)Strategic Decision Processes …Retrospective reports of strategic‐level managers: Guidelines for increasing their accuracy (1985)Retrospective reports of stra…Upper Echelons: The Organization as a Reflection of Its Top Managers (1984)Upper Echelons: The Organizat…Dimensions of Organizational Task Environments (1984)Dimensions of Organizational …On the Measurement of Organizational Slack (1981)On the Measurement of Organiz…The Population Ecology of Organizations (1977)The Population Ecology of Org…The Structure of "Unstructured" Decision Processes (1976)The Structure of "Unstructure…Designing Complex Organizations (1973)Designing Complex Organizatio…Organizational Structure, Environment and Performance: The Role of Strategic Choice (1972)Organizational Structure, Env…Organizational Strategy, Structure, and Process (1978)Organizational Strategy, Structure, and Process (1978)Competitive Strategy: Techniques for Analyzing Industries and Competitors (1980)Accelerating Adaptive Processes: Product Innovation in the Global Computer Industry (1995)DISTINGUISHING THE EFFECTS OF FUNCTIONAL AND DYSFUNCTIONAL CONFLICT ON STRATEGIC DECISION MAKING: RESOLVING A PARADOX FOR TOP MANAGEMENT TEAMS. 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References

  • 2003Common method biases in behavioral research: A critical review of the literature and recommended remedies.81,863 cited
  • 1984Upper Echelons: The Organization as a Reflection of Its Top Managers10,217 cited
  • 1977The Population Ecology of Organizations7,614 cited
  • 1973Designing Complex Organizations5,427 cited
  • 1972Organizational Structure, Environment and Performance: The Role of Strategic Choice4,786 cited
  • 1990Longitudinal Field Research on Change: Theory and Practice4,219 cited
  • 1984Dimensions of Organizational Task Environments3,912 cited
  • 1976The Structure of "Unstructured" Decision Processes3,759 cited
  • 1989Top management and innovations in banking: Does the composition of the top team make a difference?2,950 cited
  • 1992Strategic decision making1,729 cited
  • 1985Retrospective reports of strategic‐level managers: Guidelines for increasing their accuracy1,709 cited
  • 1981On the Measurement of Organizational Slack1,577 cited
  • 1988Strategic Decision Processes in High Velocity Environments: Four Cases in the Microcomputer Industry1,498 cited
  • 1996DOES DECISION PROCESS MATTER? A STUDY OF STRATEGIC DECISION-MAKING EFFECTIVENESS.1,071 cited
  • 1993Top executive commitment to the status quo: Some tests of its determinants

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1,058 cited
  • 1991Strategic decision models: Integrating different perspectives1,034 cited
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