PROCEDURAL RATIONALITY IN THE STRATEGIC DECISION‐MAKING PROCESS*

PROCEDURAL RATIONALITY IN THE STRATEGIC DECISION‐MAKING PROCESS* ABSTRACT Despite the central place of rationality in the organization theory, strategic management, and decision‐making literatures, we know relatively little about why some strategic decision‐making procedures are more rational than others. This question was addressed in a study of 57 strategic decisions in 24 companies, using a multiple‐informant, structured interview protocol. Results indicate that environmental competitive threat, perceived external control of the organization, and the uncertainty of the strategic issues being addressed are related to procedural rationality. Surprisingly, some of these relationships were in the opposite direction from our predictions. These results are interpreted within a framework that emphasizes the link between procedural rationality and managerial discretion. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Journal of Management Studies Wiley

PROCEDURAL RATIONALITY IN THE STRATEGIC DECISION‐MAKING PROCESS*

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Publisher
Wiley
Copyright
Copyright © 1993 Wiley Subscription Services, Inc., A Wiley Company
ISSN
0022-2380
eISSN
1467-6486
DOI
10.1111/j.1467-6486.1993.tb00317.x
Publisher site
See Article on Publisher Site

Abstract

ABSTRACT Despite the central place of rationality in the organization theory, strategic management, and decision‐making literatures, we know relatively little about why some strategic decision‐making procedures are more rational than others. This question was addressed in a study of 57 strategic decisions in 24 companies, using a multiple‐informant, structured interview protocol. Results indicate that environmental competitive threat, perceived external control of the organization, and the uncertainty of the strategic issues being addressed are related to procedural rationality. Surprisingly, some of these relationships were in the opposite direction from our predictions. These results are interpreted within a framework that emphasizes the link between procedural rationality and managerial discretion.

Journal

Journal of Management StudiesWiley

Published: Jul 1, 1993

References

  • Complexity and cleavage: dual explanations of strategic decision making
    Astley, Astley; Axelson, Axelson; Butler, Butler; Hickson, Hickson; Wilson, Wilson
  • The creation of momentum for change through the process of strategic issue diagnosis
    Dutton, Dutton; Duncan, Duncan
  • Retrospective reports of strategic level managers; guidelines for increasing their accuracy
    Huber, Huber; Power, Power
  • Strategy‐making and environment: the third links
    Miller, Miller; Friesen, Friesen

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