Context Of Strategic Decision-making Research Articles

Strategic Decision-Making Context and Organizational Performance in Bindura Nickel Mine

This study examines the effect of strategic decision-making context on organizational performance in culturally diverse occupational settings of Bindura Nickel Mine (BNC). The research also highlight some literature by previous authors on strategic decision-making and organizational performance. A case study was used as the main research methodology with a questionnaire containing structured questions as the research instrument. This study used a descriptive research design. The study sampled 162 employees of BNC from sampling frame of 277 and the response rate was 152 (93.8%). Stratified random sampling procedure was used to group employees in terms of their work positions and convenient sampling for the selection of individual respondents in the sample for this study. Data collection procedure was done through use of drop-and-pick strategy. Data was processed using SPSS version 20. The study was limited to BNC, Bindura district, Mashonaland Central Province in Zimbabwe. The results of this study established that Leader psychological path and Follower psychological pathhad a significant direct effect on organizational performance, while Legislative context, Economic Context and Firm resources and had some weak association. The relationship is significant and theoretically justified. In brief, the results indicate that strategic decision-makingcontext is the predictor of organizational performance. The study, therefore, recommends the adoption of the need for training, mentoring, coaching to empower employees on strategic decision issues. Finally, recommends further research on the impact of strategic influence and strategic talent developmenton organizational performance.

A Literature Review of the Strategic Decision-Making Context: A Synthesis of Previous Mixed Findings and an Agenda for the Way Forward

The aim of this article is to conduct a comprehensive literature review concerning the influence of contextual factors on strategic decision processes. Our literature review organizes the existing literature on contextual factors along the lines of an integrative framework for studying strategic decisions. Interestingly, the stream of research on strategic decision processes is dominated by studies showing mixed, contradictory, and inconclusive findings. The effects of each contextual factor on the strategic decision process differ substantially across the reviewed studies. This creates several opportunities for further research on the topic. The review also reveals a paucity of cross-cultural studies, longitudinal studies, and tests of complex relationships such as three-way interactions, curvilinear relationships, and mediation effects. We conclude our review by suggesting seven directions for future research and identifying several implications for theory and practice.

Antecedents and effects of emotions in strategic decision-making: a literature review and conceptual model

Individual emotions are essential driving forces in strategic decision-making. Nevertheless, the current state of research on emotions and their effects on strategic decision-making is fragmented and inconsistent. Therefore, this paper presents a narrative literature review that aims to bring some structure into current research and to advance an agenda for a future research on emotions in the strategic decision-making context. Based on cognitive appraisal theory and affective events theory this review focuses on organizational and individual antecedents for the development of emotions in the strategic decision-making context as well as on the effects of emotions on the strategic decision-making process. The paper concludes with a conceptual framework that summarizes the findings of this review and indicates possible directions for future research.

Assessing the Relationship between Conflict-Type and Emotions in Top Management Teams: An Attributions Perspective within the Context of Strategic Decision-Making

This study identifies why conflict reactions vary, focusing on the role attributions play on the relationship between conflict and anger within executive teams. Two attributions were examined: intentionality and controllability. Intentionality was a significant moderator between cognitive conflict and anger, whereas controllability marginally moderated the relationship between affective conflict and anger. These findings provide further evidence that attributions about the actions or comments of an individual can contribute to subsequent conflict. They also help understand prior mixed results about conflict effects. Cognitive conflict had a favorable outcome when it was attributed as being constructive and dysfunctional when attributed as destructive.

In the Eye of the Beholder: An Exploration of Managerial Courage

There is growing interest in the positive organizational literature in the complex interplay between the positive and negative facets of organizations, individuals, and situations. The concept of courage provides fertile ground to study this interplay, since it is generally understood to be a positive quality that is manifested in challenging situations. The empirical study presented here looks at courage in a strategic decision-making context and takes an interpretive perspective; it focuses on the cognitive structures and subjective understandings of managers and administrators involved in merger projects as a way to understand the dynamics surrounding managerial courage. Our study makes several contributions: it shows that managers consider courage to have a moral dimension, e.g., to be a positive and ethical response to a risky or difficult situation in which there is an interplay between organizational and personal interests; it identifies two kinds of managerial moral courage; it proposes a conceptual model with which to understand how evaluations of what is courageous and what is not are made; and finally, it offers four schemas developed from the data that add to our understanding of moral courage in management.

Organizational processes as determinants of information value

Research on the determinants of information value has not explicitly considered whether the type of organizational process participated in by a decisionmaker has an effect on his/her evaluation of information on which the decision is based. Much important managerial activity in organizations is carried on through formal or informal processes such as budgeting and strategic planning. If process differences are significant determinants of the way in which information is valued, the inclusion of this element into the framework for thinking in this area might add considerably to our ability to prescribe appropriate managerial processes as well as to our understanding of differences in the outcomes of decision processes. This empirical study suggests that organizational process type does have a significant effect on the determination of information value in the context of two generic process types (individual, group) that were evaluated in a strategic decisionmaking context.