The DOI matches its Crossref record; 7 of the 7 references it cites were found in a registry or an index.
Strategic decision models: Integrating different perspectives
Abstract
Different perspectives of strategic decision‐making and outcomes have been advanced in the literature. Among those are the rational normative, external control, and strategic choice models. The current research examined hypothesized effects of factors associated with these three perspectives on strategic acquisition decisions. Strong support was found for the rational/analytical normative choice perspective with objective criteria explaining the greatest amount of total explained variance in evaluation of target firms. However, industry and executive characteristics also produced main effects on target firm evaluations. Furthermore, the strategic decision models were found to vary by industry and executive characteristics of age, educational degree type, amount and type of work experience, and level (CEO and below). The results suggest that strategic decision models are quite complex with significant implications for future research and for strategic decision‐making.
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Citations
Cites
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Background
Cited by
Power in Top Management Teams: Dimensions, Measurement, and Validation
Finkelstein, S. (1992) · Academy of Management Journal · doi:10.5465/256485 · Cited by 2,389
Theory and research in strategic management: Swings of a pendulum
Hoskisson, R. E., Hitt, M. A., Wan, W. P., & Yiu, D. (1999) · Journal of Management · doi:10.1177/014920639902500307 · Cited by 1,364
Self-citationFranchising: A Review and Avenues to Greater Theoretical Diversity
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The Interplay between Intuition and Rationality in Strategic Decision Making: A Paradox Perspective
Calabretta, G., Gemser, G., & Wijnberg, N. M. (2017) · Organization Studies · doi:10.1177/0170840616655483 · Cited by 324
“Earlier scholars have made a strong plea for an integrative approach to decision making (e.g., Elbanna, 2006; Elbanna & Child, 2007; Hitt & Tyler, 1991; Langley et al., 1995), however an empirically derived framework showing the interplay between intuition and rationality in decision making has…”
InfluentialMultiple levels of analysis from a longitudinal perspective: Some implications for theory building
Dansereau, F., Yammarino, F. J., & Kohles, J. C. (1999) · The Academy of Management Review · doi:10.2307/259086 · Cited by 217
Innovating Beyond the Horizon: CEO Career Horizon, Top Management Composition, and R&D Intensity
Heyden, M. L. M., Reimer, M., & Van Doorn, S. (2017) · Human Resource Management · doi:10.1002/hrm.21730 · Cited by 164
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Metadata
- Authors
- Hitt, M. A., & Tyler, B. B.
- Venue
- Strategic Management Journal
- Publisher
- Wiley
- Published
- 1991-07
- Volume
- 12
- Issue
- 5
- Pages
- 327-351
- ISSN
- 0143-2095 (ISSN-L)
- 1097-0266
- OpenAlex
- W2096613055
- Cited by
- 1,034
- References
- 7
- FWCI
- 82.76
- Type
- journal article
- Language
- en
- Open access
- closed
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