The DOI matches its Crossref record; 6 of the 6 references it cites were found in a registry or an index.
Influences on strategic decision effectiveness: Development and test of an integrative model
Abstract
This paper draws upon three broad perspectives on the strategic decision‐making process in order to develop a more completely specified model of strategic decision effectiveness in a different context, namely Egypt. The key variables in this model consist of three strategic decision‐making process dimensions (rationality, intuition, and political behavior); seven moderating variables concerning decision‐specific, environmental, and organizational factors; and strategic decision effectiveness as an outcome variable. A two‐stage study was conducted in which the first stage provided exploratory insights and the second stage investigated hypotheses on the impact of strategic decision‐making process dimensions on strategic decision effectiveness and the moderating role of broader contextual variables. The second‐stage study produced three major findings: (1) both rational and political processes appear to have more influence on strategic decision effectiveness than does intuition; (2) strategic decision effectiveness is both process‐ and context‐specific; and (3) certain results support the ‘ culture‐free ’ argument, while others support the ‘ culture‐specific ’ argument. Copyright © 2007 John Wiley & Sons, Ltd.
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Convergent and discriminant validation by the multitrait-multimethod matrix.
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Organizational Information Requirements, Media Richness and Structural Design
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Mixing Qualitative and Quantitative Methods: Triangulation in Action.
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Strategy‐making and environment: The third link
Miller, D., & Friesen, P. H. (1983) · Strategic Management Journal · doi:10.1002/smj.4250040304 · Cited by 1,986
Conflict and Strategic Choice: How Top Management Teams Disagree
Eisenhardt, K. M., Kahwajy, J. L., & Bourgeois, L. J. (1997) · California Management Review · doi:10.2307/41165886 · Cited by 370
Cited by
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
“Though much research has focused on detailing the properties of either rationality or intuition as core decision-making mechanisms, there is widespread acceptance that strategic decision making may require both (e.g., Elbanna & Child, 2007; Hodgkinson et al., 2009).”
InfluentialParadoxes and Dual Processes: A Review and Synthesis
Keller, J., & Sadler‐Smith, E. (2019) · International Journal of Management Reviews · doi:10.1111/ijmr.12200 · Cited by 66
Al‐Hashimi, K., Weerakkody, V., Elbanna, S., & Schwarz, G. (2022) · Public Administration Review · doi:10.1111/puar.13447 · Cited by 32
Self-citation
Metadata
- Authors
- Elbanna, S., & Child, J.
- Venue
- Strategic Management Journal
- Publisher
- Wiley
- Published
- 2007-02-05
- Volume
- 28
- Issue
- 4
- Pages
- 431-453
- ISSN
- 0143-2095 (ISSN-L)
- 1097-0266
- OpenAlex
- W2026161180
- Cited by
- 379
- References
- 6
- FWCI
- 22.18
- Type
- journal article
- Language
- en
- Open access
- closed
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