This paper explores the implications of paradigm diversity for understanding the strategic decisions involved in transforming organisations. It examines the conflicting conclusions that can be drawn from a well respected study into strategic change. It shows that evidence to support a variety of...

Purpose – The purpose of this paper is to apply interpretive structural modelling in the clarification of the perceptions of different individuals in a managerial group in order to improve group decision making. To limit conflict and increase shared knowledge in group decision making, there is...

Purpose – The purpose of this paper is to apply grounded theory methodology to report on an empirical case which develops emergent theories on the human complexities of managerial decision‐making and the synonymous task of managing. Design/methodology/approach – A structured research...

Purpose – The purpose of this research is to explore the effects of the diversity of experience and different personalities of top management team members on mediating processes such as agenda‐setting, the generating of strategic alternatives, and the speed of strategic decision making....

Purpose – Despite the level of knowledge that has been accumulated over the years on the intricacies of decision making and strategy development there have been no attempts in the literature of strategic management to consolidate the diverse perspectives in the field in order to develop a more...

Purpose – This paper aims to call attention to the relative neglect in strategic decision‐making research to include a sense dimension, proposing a broadened conceptualization of strategic decision making that accounts for the processes through which managers generate sense when exposed to...

Purpose – This paper seeks to argue that managers need to apply a holistic and long‐term approach in their understanding of strategic alliances' paradigms to inform decisions. Owing to the complexity of strategic alliance scenarios it is often a difficult task for management to know what...

Purpose – The purpose of this paper is to develop and validate a model of how cognitive biases and framing effects influence managerial decision‐making about strategic initiatives. Design/methodology/approach – Because the author was interested in understanding real‐world practices about...

Theory and practice indicate that managers experience considerable difficulty and exhibit limited rationality as they attempt to grasp, process, and understand the often ambiguous requirements of managerial tasks. Argues the efficacy of mental imagery and visualization as a means to overcome...

Conceptualizes a paradigm for strategic decision success that is based on a formal, managerial decision‐making process, advanced as part of a set of managerial attitudes towards the process and towards the decision itself. The resultant typology of strategic decisions is related to four sets...