STRATEGIC DECISIONS IN ORGANIZATIONS: RATIONAL AND BEHAVIOURAL VIEWS

STRATEGIC DECISIONS IN ORGANIZATIONS: RATIONAL AND BEHAVIOURAL VIEWS ABSTRACT Various models or lenses have been used to predict and understand strategic decisions in organizations. This article examines four classes: (1) the unitary rational; (2) the organizational; (3) the political; and (4) the contextual. They are conceptualized as stemming from different assumptions about goal congruency and co‐ordinative efficiency. the contextual view is especially highlighted, as it is a relatively new perspective, both organizationally and cognitively. A brief discussion is offered of disciplines and findings that either support or refute some of these models. Possible syntheses and reconciliations of the four views are explored, focusing on: (1) assumptional fit; (2) level of analysis; (3) cost of fashioning collective rationality; (4) information processing limits in organizational design; and (5) the role of adaptation lags and disequilibrium. the article concludes with a call for a meta‐theory that places the various perspectives in a larger framework. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Journal of Management Studies Wiley

STRATEGIC DECISIONS IN ORGANIZATIONS: RATIONAL AND BEHAVIOURAL VIEWS

Journal of Management Studies, Volume 30 (1) – Jan 1, 1993

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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.tb00297.x
Publisher site
See Article on Publisher Site

Abstract

ABSTRACT Various models or lenses have been used to predict and understand strategic decisions in organizations. This article examines four classes: (1) the unitary rational; (2) the organizational; (3) the political; and (4) the contextual. They are conceptualized as stemming from different assumptions about goal congruency and co‐ordinative efficiency. the contextual view is especially highlighted, as it is a relatively new perspective, both organizationally and cognitively. A brief discussion is offered of disciplines and findings that either support or refute some of these models. Possible syntheses and reconciliations of the four views are explored, focusing on: (1) assumptional fit; (2) level of analysis; (3) cost of fashioning collective rationality; (4) information processing limits in organizational design; and (5) the role of adaptation lags and disequilibrium. the article concludes with a call for a meta‐theory that places the various perspectives in a larger framework.

Journal

Journal of Management StudiesWiley

Published: Jan 1, 1993

References

  • Strategic assets and organizational rent
    Amit, Amit; Schoemaker, Schoemaker
  • Performance and consensus
    Bourgeois, Bourgeois
  • The nature of the firm
    Coase, Coase
  • On strategic management decision processes
    Fahey, Fahey
  • An exploratory approach to measuring perceptions of strategic decision process constructs
    Fredrickson, Fredrickson
  • Strategy follows structure
    Hall, Hall; Saias, Saias
  • The design school: reconsidering the basic premises of strategic management
    Mintzberg, Mintzberg
  • When and how to use scenario planning
    Schoemaker, Schoemaker
  • Empirically derived models of strategic decision‐making processes
    Shrivastava, Shrivastava; Grant, Grant

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