Abstract
Strategic decision making influences organizational performance. However, close examination of this relationship reveals a subtle paradox. It appears that the products of strategic decision making, all of which are necessary for enhanced organizational performance, do not peacefully coexist. Conflict seems to be the crux of this conundrum. As such, a better understanding of conflict's effects on strategic decision making is needed This paper integrates a multidimensional conceptualization of conflict Into a model of strategic decision making and organizational performance and develops propositions to guide empirical study of the effects of conflict on strategic decision making.
Talk to us
Join us for a 30 min session where you can share your feedback and ask us any queries you have
Disclaimer: All third-party content on this website/platform is and will remain the property of their respective owners and is provided on "as is" basis without any warranties, express or implied. Use of third-party content does not indicate any affiliation, sponsorship with or endorsement by them. Any references to third-party content is to identify the corresponding services and shall be considered fair use under The CopyrightLaw.