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G. Mallory, R. Butler, D. Cray, D. Hickson, D. Wilson (1983)
IMPLANTED DECISION-MAKING: AMERICAN OWNED FIRMS IN BRITAIN [I]Journal of Management Studies, 20
M. Louis, D. Hickson, R. Butler, D. Cray, G. Mallory, D. Wilson (1987)
Top Decisions: Strategic Decision-Making in Organizations.Administrative Science Quarterly, 32
Kenneth Benson, J. Hage (1982)
Theories of Organizations: Form, Process, and Transformation.Administrative Science Quarterly, 27
Henry Mintzberg, Duru Raisinghani, A. Theoret (1976)
The Structure of "Unstructured" Decision ProcessesAdministrative Science Quarterly, 21
A. Pettigrew (1973)
The politics of organizational decision-making
D. Wilson (1982)
Electricity and Resistance: A Case Study of Innovation and PoliticsOrganization Studies, 3
It is still not completely understood what speeds up or slows down the decisionmaking process. The duration of decision making may range from a month to four years, but usually takes about 12 months. Most processes run into disruptions and interruptions, which lengthen the time taken. Measuring decision making is difficult since it is virtually impossible to define the beginning and end of the process. The evidence for this comes from an extensive study of how top managers and administrators in the public and private sectors move towards a conclusion. A database was established of 150 cases of strategic decision making obtained by interviewing. Six cases were traced back by intensive case study methods. Short, medium and long decision processes are examined using case examples. One of the curious features of decision making is what happens before the deliberation process starts. Impediments and delays are discussed and whether committees slow the process.
Management Research News – Emerald Publishing
Published: Mar 1, 1986
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