Access the full text.
Sign up today, get DeepDyve free for 14 days.
M. Extejt, M. Lynn (1996)
Trends in computer use in collective bargainingInf. Manag., 30
E.S. McFadzean
The Classification of Creative Problem Solving Techniques
H. Mintzberg
Rounding out the manager’s job
R. Cyert, J. March (1964)
A Behavioral Theory of the Firm
K. Glaister, D. Thwaites (1993)
Managerial Perception and Organizational StrategyJournal of General Management, 18
C. Kimble, Kevin McLoughlin (1995)
Computer based Information Systems and Managers' WorkArXiv, cs.CY/0102029
M.S. Darling
Building the knowledge organisation
R. Belbin, Victoria Brown (2022)
Team Roles at Work
A. Dennis, J. Valacich (1993)
Computer brainstorms: More heads are better than one.Journal of Applied Psychology, 78
P. Nutt (1992)
Formulation Tactics and the Success of Organizational Decision MakingDecision Sciences, 23
D. Mclellan (1988)
Marxism : essential writings
M. Eierman, F. Niederman, C. Adams (1995)
DSS theory: A model of constructs and relationshipsDecis. Support Syst., 14
Rashi Glazer, J. Steckel, R. Winer (1992)
Locally Rational Decision Making: The Distracting Effect of Information on Managerial PerformanceManagement Science, 38
B. Massetti (1996)
An Empirical Examination of the Value of Creativity Support Systems on Idea GenerationMIS Q., 20
Steve Cooke, N. Slack (1991)
Making Management Decisions
S. Sitkin, Amy Pablo (1992)
Reconceptualizing the Determinants of Risk BehaviorAcademy of Management Review, 17
R. Gallupe, A. Dennis, W. Cooper, J. Valacich, L. Bastianutti, J. Nunamaker (1992)
ELECTRONIC BRAINSTORMING AND GROUP SIZEAcademy of Management Journal, 35
Dorothy Leonard-Barton (2000)
The Factory as a Learning Laboratory
R. Weisberg (1988)
Problem solving and creativity
B. Nelsen, M. Reed, M. Hughes (1992)
Rethinking Organization: New Directions in Organization Theory and Analysis
A. Pinsonneault, K. Kraemer (1990)
The effects of electronic meetings on group processes and outcomes: An assessment of the empirical researchEuropean Journal of Operational Research, 46
D. Vogel, J. Nunamaker (1990)
Group Decision Support System impact: Multi-methodological explorationInf. Manag., 18
S. Rogelberg, J. Barnes-Farrell, C. Lowe (1992)
The Stepladder Technique: An Alternative Group Structure Facilitating Effective Group Decision MakingJournal of Applied Psychology, 77
T. Rickards (1974)
Problem-solving through creative analysis
D. Power, Ramon Aldag (1985)
Soelberg's Job Search and Choice Model: A Clarification, Review, and CritiqueAcademy of Management Review, 10
G. DeSanctis, M. Poole (1994)
Capturing the Complexity in Advanced Technology Use: Adaptive Structuration TheoryOrganization Science, 5
Thomas Peters, R. Waterman (1983)
In search of excellence : lessons from America's best-run companiesAdministrative Science Quarterly, 28
H.A. Simon
Administrative Behaviour
J. Kidd (1982)
Management Teams: Why They Succeed or Fail
J. Drever
A Dictionary of Psychology
Gerald Smith (1992)
Towards a theory of managerial problem solvingDecis. Support Syst., 8
James Evans (1997)
Creativity in OR/MS: The Creative Problem-Solving Process, Part 1Interfaces, 27
H. Simon, A. Newell (1971)
Human problem solving: The state of the theory in 1970.American Psychologist, 26
S. Allcorn
Keep individuality in top management
C. Nemeth (1997)
Managing Innovation: When Less is MoreCalifornia Management Review, 40
E.S. McFadzean, A. Money
The Theory of Strategic Problem Solving
(1979)
The Structuring of Organizations
P. Drucker
Innovation and Entrepreneurship
Elspeth McFadzean (1997)
Improving Group Productivity with Group Support Systems and Creative Problem Solving TechniquesCreativity and Innovation Management, 6
Frances Milliken, D. Vollrath (1991)
Strategic Decision-Making Tasks and Group Effectiveness: Insights from Theory and Research on Small Group PerformanceHuman Relations, 44
Richard Watson, G. DeSanctis, M. Poole (1988)
Using a GDSS to Facilitate Group Consensus: Some Intended and Unintended Consequences
R. McLeod, J. Jones, Carol Saunders (1995)
The difficulty in solving strategic problems: The experiences of three CIOsBusiness Horizons, 38
Elspeth McFadzean (1998)
Enhancing creative thinking within organisationsManagement Decision, 36
James Higgins (1996)
Innovate or evaporate: Creative techniques for strategistsLong Range Planning, 29
J. Swan (1995)
Exploring Knowledge and Cognitions in Decisions About Technological Innovation: Mapping Managerial CognitionsHuman Relations, 48
I. Janis (1973)
Victims of Groupthink: A psychological study of foreign-policy decisions and fiascoes. By Irving L. Janis. (Boston: Houghton Mifflin, 1972. viii + 276 pp. Map, illustrations, chart, notes, sources, bibliography, and index. Cloth, $7.95; paper $4.50.)The Journal of American History, 60
G. Āllport (1961)
Pattern and growth in personality
O. Kharbanda, E. Stallworthy (1990)
Managerial Decision Making Part 2: The Newer TechniquesManagement Decision, 28
Archer Er (1980)
How to make a business decision: an analysis of theory and practice., 69
E.S. McFadzean
New Ways of Thinking: An Evaluation of K‐Groupware and Creative Problem Solving
B. Travica, B. Cronin (1995)
The ARgo: A strategic information system for group decision makingInternational Journal of Information Management, 15
R. Volkema (1988)
Problem complexity and the formulation process in planning and designSystems Research and Behavioral Science, 33
Teresa Amabile, Regina Conti, Heather Coon, J. Lazenby, M. Herron (1996)
Assessing the Work Environment for CreativityAcademy of Management Journal, 39
P. Todd, I. Benbasat (1992)
The Use of Information in Decision Making: An Experimental Investigation of the Impact of Computer-Based Decision AidsMIS Q., 16
Teresa Amabile (1997)
Motivating Creativity in Organizations: On Doing What You Love and Loving What You DoCalifornia Management Review, 40
M. Higgs (1996)
A comparison of Myers Briggs type indicator profiles and Belbin team roles
Gerald Smith (1989)
Defining Managerial Problems: A Framework for Prescriptive TheorizingManagement Science, 35
J. Katzenbach, D. Smith (1993)
The discipline of teams.Harvard business review, 71 2
C. Bartlett, S. Ghoshal (1995)
Changing the Role of Top Management: Beyond Systems to PeopleLong Range Planning, 4
J. George (1992)
The Role of Personality in Organizational Life: Issues and EvidenceJournal of Management, 18
J.R. Eiser, J. Van Der Pligt
Attitudes and Decisions
B. Silverman (1995)
Knowledge-Based Systems and the Decision SciencesInterfaces, 25
S. Everwijn, J. Gaspersz, Th.H. Homan, R. Reuland (1990)
Commitment and competence in solving work performance problemsEuropean Management Journal, 8
O. Behling, C. Schriesheim
Organisational Behaviour: Theory, Research and Application
James Evans (1992)
Creativity in MS/OR: Improving Problem Solving through Creative ThinkingInterfaces, 22
A. Ven, A. Delbecq (1974)
The Effectiveness of Nominal, Delphi, and Interacting Group Decision Making ProcessesAcademy of Management Journal, 17
J. Vancouver (1996)
Living systems theory as a paradigm for organizational behavior: understanding humans, organizations, and social processes.Behavioral science, 41 3
P. Gordon (1997)
Ten strategic audit questionsBusiness Horizons, 40
M. West, N. Anderson, G. Hardy (1990)
Innovative teams at work
R.P. Bentall
Personality traits may be alive, they may even be well, but are they really useful?
I. Janis
Victims of Groupthink: A Psychological Study of Foreign Policy Decisions and Fiascos
D. Fleet (1983)
Span of Management Research and IssuesAcademy of Management Journal, 26
R. Sutton, Andrew Hargadon (1996)
Brainstorming groups in context: Effectiveness in a product design firmAdministrative Science Quarterly, 41
Alison Davis-Blake, J. Pfeffer (1989)
Just a Mirage: The Search for Dispositional Effects in Organizational ResearchAcademy of Management Review, 14
J. March, Z. Shapira (1987)
Managerial perspectives on risk and risk takingManagement Science, 33
David Held (1983)
States and Societies
R. Cattell (1970)
The scientific analysis of personality
R.H. Fazio
How do attitudes guide behaviour?
A. Ven (1980)
Problem Solving, Planning, and Innovation. Part I. Test of the Program Planning ModelHuman Relations, 33
P. Licker (1997)
Management Information Systems: A Strategic Leadership Approach
A. Newell (1973)
Human Problem Solving
J. Barnard (1992)
Successful CEOs talk about decision makingBusiness Horizons, 35
E. McKenna
Business Psychology and Organisational Behaviour
To date, many of the models and theories that seek to explain problem solving and decision making, have tended to adopt an overly reductionist view of the processes involved. As a consequence, most theories and models have proved unsuitable in providing managers with a practical explanation of the dynamics that underpin problem solving. A substantial part of a manager’s time is taken up with problem solving and decision making issues. The question of whether managers possess the necessary problem solving skills, or have access to “tools”, which can be used to manage different types of problems, has become an issue of some importance for managers and organisations alike. This paper seeks to contribute to the current literature on problem solving and decision making, by presenting a conceptual model of problem solving, which is intended to assist managers in developing a more holistic framework for managing problem solving issues.
Team Performance Management – Emerald Publishing
Published: May 1, 1999
Keywords: Strategic management; Problem solving; Decision making; Paradigms; Models
Read and print from thousands of top scholarly journals.
Already have an account? Log in
Bookmark this article. You can see your Bookmarks on your DeepDyve Library.
To save an article, log in first, or sign up for a DeepDyve account if you don’t already have one.
Copy and paste the desired citation format or use the link below to download a file formatted for EndNote
Access the full text.
Sign up today, get DeepDyve free for 14 days.
All DeepDyve websites use cookies to improve your online experience. They were placed on your computer when you launched this website. You can change your cookie settings through your browser.