Strategic decision effectiveness

Toward a configurational perspective

R.J.G. Jansen, J.M. van Zelst, Anouk van Laerhoven, M.M.H. Chappin

Research output: Contribution to journalMeeting AbstractOther research output

Abstract

Political behavior, intuition and rationality play important roles in strategic decision making. However, a framework that specifically accounts for the interplay between these dimensions is still missing. This study addresses this gap by using a configurational approach and conceptualizes the interplay of political behavior, intuition and rationality as a combination of key dimensions that lead to strategic decision effectiveness. The study presumes that the dimensions can combine in different ways to achieve this outcome. We draw on a serious game and interviews with decision makers to explore this interplay. Our empirical data suggest that different configurations of dimensions lead to decision effectiveness. The fuzzy set Qualitative Comparative Analysis’ solutions are resembled by the combinations found in the content analysis. Practically, we enable decision makers to recognize the patterns that unfold during the formulation phase of the strategic decision- making process. This allows them to determine whether the observed interplay is likely to lead to an effective decision and act upon it. Theoretically, the research reveals more variety in the pathways to achieve strategic decision effectiveness than vested research has brought to light.
Original languageEnglish
Article number15247
JournalAcademy of Management Proceedings
Volume2017
DOIs
Publication statusPublished - Jan 2017

Fingerprint

Strategic decisions
Decision maker
Rationality
Political behavior
Intuition
Strategic decision making
Empirical data
Configurational approach
Serious games
Decision-making process
Fuzzy sets
Pathway
Content analysis
Qualitative comparative analysis

Cite this

@article{13746208ed874f9392dd688f79ea6f9a,
title = "Strategic decision effectiveness: Toward a configurational perspective",
abstract = "Political behavior, intuition and rationality play important roles in strategic decision making. However, a framework that specifically accounts for the interplay between these dimensions is still missing. This study addresses this gap by using a configurational approach and conceptualizes the interplay of political behavior, intuition and rationality as a combination of key dimensions that lead to strategic decision effectiveness. The study presumes that the dimensions can combine in different ways to achieve this outcome. We draw on a serious game and interviews with decision makers to explore this interplay. Our empirical data suggest that different configurations of dimensions lead to decision effectiveness. The fuzzy set Qualitative Comparative Analysis’ solutions are resembled by the combinations found in the content analysis. Practically, we enable decision makers to recognize the patterns that unfold during the formulation phase of the strategic decision- making process. This allows them to determine whether the observed interplay is likely to lead to an effective decision and act upon it. Theoretically, the research reveals more variety in the pathways to achieve strategic decision effectiveness than vested research has brought to light.",
author = "R.J.G. Jansen and {van Zelst}, J.M. and {van Laerhoven}, Anouk and M.M.H. Chappin",
year = "2017",
month = "1",
doi = "10.5465/AMBPP.2017.15247abstract",
language = "English",
volume = "2017",
journal = "Academy of Management Proceedings",
issn = "0065-0668",
publisher = "Academy of Management Briarcliff Manor, NY 10510",

}

Strategic decision effectiveness : Toward a configurational perspective. / Jansen, R.J.G.; van Zelst, J.M.; van Laerhoven, Anouk; Chappin, M.M.H.

In: Academy of Management Proceedings, Vol. 2017, 15247, 01.2017.

Research output: Contribution to journalMeeting AbstractOther research output

TY - JOUR

T1 - Strategic decision effectiveness

T2 - Toward a configurational perspective

AU - Jansen, R.J.G.

AU - van Zelst, J.M.

AU - van Laerhoven, Anouk

AU - Chappin, M.M.H.

PY - 2017/1

Y1 - 2017/1

N2 - Political behavior, intuition and rationality play important roles in strategic decision making. However, a framework that specifically accounts for the interplay between these dimensions is still missing. This study addresses this gap by using a configurational approach and conceptualizes the interplay of political behavior, intuition and rationality as a combination of key dimensions that lead to strategic decision effectiveness. The study presumes that the dimensions can combine in different ways to achieve this outcome. We draw on a serious game and interviews with decision makers to explore this interplay. Our empirical data suggest that different configurations of dimensions lead to decision effectiveness. The fuzzy set Qualitative Comparative Analysis’ solutions are resembled by the combinations found in the content analysis. Practically, we enable decision makers to recognize the patterns that unfold during the formulation phase of the strategic decision- making process. This allows them to determine whether the observed interplay is likely to lead to an effective decision and act upon it. Theoretically, the research reveals more variety in the pathways to achieve strategic decision effectiveness than vested research has brought to light.

AB - Political behavior, intuition and rationality play important roles in strategic decision making. However, a framework that specifically accounts for the interplay between these dimensions is still missing. This study addresses this gap by using a configurational approach and conceptualizes the interplay of political behavior, intuition and rationality as a combination of key dimensions that lead to strategic decision effectiveness. The study presumes that the dimensions can combine in different ways to achieve this outcome. We draw on a serious game and interviews with decision makers to explore this interplay. Our empirical data suggest that different configurations of dimensions lead to decision effectiveness. The fuzzy set Qualitative Comparative Analysis’ solutions are resembled by the combinations found in the content analysis. Practically, we enable decision makers to recognize the patterns that unfold during the formulation phase of the strategic decision- making process. This allows them to determine whether the observed interplay is likely to lead to an effective decision and act upon it. Theoretically, the research reveals more variety in the pathways to achieve strategic decision effectiveness than vested research has brought to light.

U2 - 10.5465/AMBPP.2017.15247abstract

DO - 10.5465/AMBPP.2017.15247abstract

M3 - Meeting Abstract

VL - 2017

JO - Academy of Management Proceedings

JF - Academy of Management Proceedings

SN - 0065-0668

M1 - 15247

ER -