Abstract
There is a stream of research that has introduced strategic investment decision-making (SIDM) through case studies and organisation-based fieldwork. However, a systematic theorisation around SIDM processes and practices still under-presented in the literature. This research aims to show how strong structuration theory (SST) could be used as an appropriate theoretical lens to explore how SIDM studies are theorised and conducted. Through employing the parameters and the concepts of SST within the SIDM context, we found that SID is a judgemental decision that is constructed by various influences. SIDs are not isolated from the social, political, and economic aspects. Subjective judgements and the decision-makers’ intuition are crucial throughout the process of SIDM. Therefore, SIDs cannot be abstracted as an objective decision-based on applying investment appraisal technical methods. The theoretical lens presented in this paper will enable researchers to drill down into the ‘ontic’ level to empirically explore in-depth the complex interrelationships between various agents and structures which, arguably, fits the SID context. Furthermore, this paper will help scholars understand how SID is made from SST perspective and guide them to conduct future research to build on and also help executives to be guided by
Highlights
A strategic investment decision (SID) is a means of implementing an organisation‟s strategy through allocating resources among competing investment projects (Bowman & Hurry, 1993; Elmassri & Abdelrahman, 2020; McGrath, Ferrier, & Mendelow, 2004)
SIDs cannot be abstracted as an objective decision-based on applying investment appraisal technical methods
SIDs are made through sets of interactions across the four themes of the external structure, internal structures analysis of within the agents structures, agency practices, and outcome at the same time
Summary
A strategic investment decision (SID) is a means of implementing an organisation‟s strategy through allocating resources among competing investment projects (Bowman & Hurry, 1993; Elmassri & Abdelrahman, 2020; McGrath, Ferrier, & Mendelow, 2004). A strategy is a dynamic concept, influenced by many contingent aspects This is inconsistent with and avoided by the narrow view of the technical perspective on SIDs. It is not rational to simplify very complex decisions by using quantitative analysis (Grundy & Johnson, 1993). Certain researchers (Abdelrahman, Masri, & Skoumpopoulou, 2019b; Abdelrahman & Papamichail, 2017; Emmanuel et al, 2010; Elmassri, Harris, & Carter, 2016) view SIDs from a process and people perspective This perspective considers SID-making as a process that is influenced by many contingencies.
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