Microfoundations of strategic decision effectiveness

R.J.G. Jansen, Sarah Van Santen

Research output: Chapter in Book/Report/Conference proceedingConference contributionScientificpeer-review

Abstract

How do organizations make effective strategic decisions? In this study we build on research on the microfoundations of strategy and strategic decision-making to study the underpinnings of strategic decision effectiveness. We argue that the process-effectiveness link can be more fully understood if decision makers’ cognitive characteristics are incorporated. Such cognitive characteristics are expected to drive behavior in the strategic decision-making process. These account for variation in how information is collectively handled and political interests are accommodated. A field study was conducted in which we gathered multi-respondent survey and interview data on strategic decisions from 81 organizations. Our results suggest that there are actually two dimensions of strategic decision effectiveness, financial and process, each affected differentially by the microfoundations through the strategic decision-making process.
Original languageEnglish
Title of host publicationStrategic Management Society
Publication statusUnpublished - 2017
EventStrategic Management Society: Unconventional Strategies for Emerging Complexity and Intensifying Diversity - Houston, TX, United States
Duration: 28 Oct 201731 Oct 2017
Conference number: 27
https://www.strategicmanagement.net/houston/overview/overview

Conference

ConferenceStrategic Management Society
CountryUnited States
CityHouston, TX
Period28/10/1731/10/17
Internet address

Fingerprint

Microfoundations
Strategic decisions
Strategic decision making
Decision-making process
Decision maker
Field study

Cite this

Jansen, R. J. G., & Van Santen, S. (2017). Microfoundations of strategic decision effectiveness. Unpublished. In Strategic Management Society
Jansen, R.J.G. ; Van Santen, Sarah. / Microfoundations of strategic decision effectiveness. Strategic Management Society. 2017.
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Jansen, RJG & Van Santen, S 2017, Microfoundations of strategic decision effectiveness. in Strategic Management Society. Strategic Management Society, Houston, TX, United States, 28/10/17.

Microfoundations of strategic decision effectiveness. / Jansen, R.J.G.; Van Santen, Sarah.

Strategic Management Society. 2017.

Research output: Chapter in Book/Report/Conference proceedingConference contributionScientificpeer-review

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T1 - Microfoundations of strategic decision effectiveness

AU - Jansen, R.J.G.

AU - Van Santen, Sarah

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N2 - How do organizations make effective strategic decisions? In this study we build on research on the microfoundations of strategy and strategic decision-making to study the underpinnings of strategic decision effectiveness. We argue that the process-effectiveness link can be more fully understood if decision makers’ cognitive characteristics are incorporated. Such cognitive characteristics are expected to drive behavior in the strategic decision-making process. These account for variation in how information is collectively handled and political interests are accommodated. A field study was conducted in which we gathered multi-respondent survey and interview data on strategic decisions from 81 organizations. Our results suggest that there are actually two dimensions of strategic decision effectiveness, financial and process, each affected differentially by the microfoundations through the strategic decision-making process.

AB - How do organizations make effective strategic decisions? In this study we build on research on the microfoundations of strategy and strategic decision-making to study the underpinnings of strategic decision effectiveness. We argue that the process-effectiveness link can be more fully understood if decision makers’ cognitive characteristics are incorporated. Such cognitive characteristics are expected to drive behavior in the strategic decision-making process. These account for variation in how information is collectively handled and political interests are accommodated. A field study was conducted in which we gathered multi-respondent survey and interview data on strategic decisions from 81 organizations. Our results suggest that there are actually two dimensions of strategic decision effectiveness, financial and process, each affected differentially by the microfoundations through the strategic decision-making process.

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Jansen RJG, Van Santen S. Microfoundations of strategic decision effectiveness. In Strategic Management Society. 2017