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140122 ||| eng |
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|a 9781461561958
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| 100 |
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|a Papadakis, Vassilis
|e [editor]
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| 245 |
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|a Strategic Decisions
|h Elektronische Ressource
|c edited by Vassilis Papadakis, Patrick Barwise
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| 250 |
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|a 1st ed. 1998
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| 260 |
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|a New York, NY
|b Springer US
|c 1998, 1998
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| 300 |
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|a VIII, 319 p
|b online resource
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| 505 |
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|a One: Introduction and Background -- 1. Strategic Decisions: An Introduction -- 2. Process Research on Strategic Decisions: A Personal Perspective -- Two: The Process of Strategic Decisions -- 3. Strategic Decision Making: A Contingency Framework and Beyond -- 4. Good and Bad Conflict in Strategic Decision Making -- 5. Taming Interpersonal Conflict in Strategic Choice: How Top Management Teams Argue But Still Get Along -- 6. Diversity, Eccentricity and Devil’s Advocacy -- Three: How the Context Affects the Process -- 7. Timing and Intuition in Strategic Decision Making -- 8. Strategic Investment Decisions and Short-Termism: Germany Versus Britain -- 9. Strategic Investment Decisions in China -- 10. Strategic Decisions and Corporate Governance in Japan -- Four: How the Context and/or the Process Affect the Outcomes -- 11. Spinning a Complex Web: Links Between Strategic Decision Making Context, Content, Process and Outcome -- 12. The Effects of Context on Strategic Decision Making Processes and Outcomes -- 13. Successful and Unsuccessful Tactics in Decision Making -- 14. A Multi-Theoretic Model Of Strategic Decision Making Processes -- Five: Discussion and Implications -- 15. Strategic Decision Making as Improvisation -- 16. Strategy and Decision Processes: What is the Linkage? -- 17. What Can We Tell Managers about Strategic Decisions? -- 18. Research on Strategic Decisions: Where Do We Go From Here? -- About the Contributors
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| 653 |
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|a Industrial Organization
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|a Industrial organization
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| 653 |
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|a Management
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| 653 |
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|a Management
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| 700 |
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|a Barwise, Patrick
|e [editor]
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| 041 |
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7 |
|a eng
|2 ISO 639-2
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| 989 |
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|b SBA
|a Springer Book Archives -2004
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| 856 |
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|u https://doi.org/10.1007/978-1-4615-6195-8?nosfx=y
|x Verlag
|3 Volltext
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|a 658
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| 520 |
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|a Over the past ten years, there has been growing interest in the process of strategic decision-making among both managers and researchers. Strategic decisions are important for five main reasons: They are large-scale, risky and hard to reverse; they are a bridge between deliberate and emerging strategies; they can be a major source of organizational learning; they play an important part in the development of individual managers and they cut accross functions and academic disciplines. Strategic Decisions summarizes the current state of the art in research on strategic decision-making, with chapters prepared by leading strategy researchers. The editors also present implications for current application and proposed directions for future research
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