STRATEGIC DECISIONS MADE BY TOP EXECUTIVES AND MIDDLE MANAGERS WITH DATA AND PROCESS DOMINANT STYLES

STRATEGIC DECISIONS MADE BY TOP EXECUTIVES AND MIDDLE MANAGERS WITH DATA AND PROCESS DOMINANT STYLES ABSTRACT The influence of a manager's decision style in strategic decision‐making is explored using simulations. The Jungian style classification is extended to identify ‘data and process dominant’ styles of decision‐making. Managers with process dominant styles can use several types of data and managers with data dominant styles can apply various modes of data processing. Both the expanded and the traditional definitions of style are used as factors to explain how 79 top executives and 89 middle managers rated project simulations. Decision style is found to be a key factor in explaining the likelihood of taking strategic action and the risk seen in this action. Decisions made by top executives are more style dependent than those of middle managers. The extended definition of style reveals more about the preferences of top executives than traditional style categories. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Journal of Management Studies Wiley

STRATEGIC DECISIONS MADE BY TOP EXECUTIVES AND MIDDLE MANAGERS WITH DATA AND PROCESS DOMINANT STYLES

Journal of Management Studies, Volume 27 (2) – Mar 1, 1990

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Publisher
Wiley
Copyright
Copyright © 1990 Wiley Subscription Services, Inc., A Wiley Company
ISSN
0022-2380
eISSN
1467-6486
DOI
10.1111/j.1467-6486.1990.tb00759.x
Publisher site
See Article on Publisher Site

Abstract

ABSTRACT The influence of a manager's decision style in strategic decision‐making is explored using simulations. The Jungian style classification is extended to identify ‘data and process dominant’ styles of decision‐making. Managers with process dominant styles can use several types of data and managers with data dominant styles can apply various modes of data processing. Both the expanded and the traditional definitions of style are used as factors to explain how 79 top executives and 89 middle managers rated project simulations. Decision style is found to be a key factor in explaining the likelihood of taking strategic action and the risk seen in this action. Decisions made by top executives are more style dependent than those of middle managers. The extended definition of style reveals more about the preferences of top executives than traditional style categories.

Journal

Journal of Management StudiesWiley

Published: Mar 1, 1990

References

  • Cognitive style and the usefulness of information
    Blaylock, Blaylock; Rees, Rees

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