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Between a rock and a hard place: a case study of escalation

Drummond, Helga; Kingstone Hodgson, Julia A. - In: Management Decision 34 (1996) 3, pp. 29-34

that such persistence results from foolhardy behaviour by decision makers motivated mainly by emotional factors such as … pride and fear of failure. Analyses a case of a failing decision. Concerns a local government department with a reputation … necessarily irrational. From a practical standpoint, argues that we need to reconsider what we expect from decision makers. …

Persistent link: https://www.econbiz.de/10014933739

Timing the adoption of a new technology: an option‐based approach

Scarso, Enrico - In: Management Decision 34 (1996) 3, pp. 41-48

assumption that adoption occurs when it is possible to profit better from these opportunities. The decision procedure introduced …

Persistent link: https://www.econbiz.de/10014933741

Decision making during organizational change: observations on disjointed incrementalism in an Australian local government authority

Jones, Robert; Gross, Michael - In: Management Decision 34 (1996) 7, pp. 23-32

Examines the nature of managerial decision making during the process of a programme of workplace reform at a major … incrementalist approach to decision making during organizational change. In particular shows that the synoptic approach is not … applicable in this case, and instead stresses the prevalence of incremental, reconstructive, serial and remedial decision making …

Persistent link: https://www.econbiz.de/10014933761

The black hole of South‐East Asia: strategic decision making in an informational void

Haley, George T.; Tan, Chin‐Tiong - In: Management Decision 34 (1996) 9, pp. 37-48

Proposes that most managers and researchers acknowledge that emerging and newly industrialized markets do not have the same quantity of secondary data as the long‐industrialized economies of North America and Western Europe. Presents the results of a search of available, business‐related,...

Persistent link: https://www.econbiz.de/10014933777

Alive by morning? Two solicitors’ firms revisited

Drummond, Helga - In: Management Decision 34 (1996) 10, pp. 27-31

Reports how two years ago, Management Decision readers were left in suspense concerning the mystery of two solicitors …

Persistent link: https://www.econbiz.de/10014933784

Creating value: economics and accounting ‐ perspectives for managers

Groth, John C.; Byers, Steven S. - In: Management Decision 34 (1996) 10, pp. 56-64

addresses issues critical in decision making. …

Persistent link: https://www.econbiz.de/10014933788

Exposing the illusion of confidence in financial analysis

Phelan, Steven E. - In: Management Decision 35 (1997) 2, pp. 163-168

assumes that decision makers are able to make accurate estimates of incremental risks and returns; a situation seldom …

Persistent link: https://www.econbiz.de/10014933810

Capital structure: perspectives for managers

Groth, John C.; Anderson, Ronald C. - In: Management Decision 35 (1997) 7, pp. 552-561

Understanding capital structure and its practical implications is important to the professional manager regardless of functional area of expertise. The seminal work in the area of capital structure earned the researchers Nobel Prizes. In subsequent years, researchers have provided much...

Persistent link: https://www.econbiz.de/10014933835

Managerial attitudes towards strategic decisions: maximizing versus satisficing outcomes

Harrison, E. Frank; Pelletier, Monique A. - In: Management Decision 35 (1997) 5, pp. 358-364

maximizing behaviour, and it is founded on a set of assumptions that are unattainable in real‐world decision making. The use of … this attitude invariably results in a failed strategic decision. The second managerial attitude is called satisficing … behaviour, and its use is demonstrably conducive to strategic decision success. Applications of real‐world successful and failed …

Persistent link: https://www.econbiz.de/10014933839

An empirical study on the learning‐updating strategy to allocate managerial resources for operations improvement

Kim, Bowon - In: Management Decision 35 (1997) 6, pp. 436-446

Firms face a great deal of uncertainty in developing new technology. This uncertainty poses much more serious problems when development projects are new to firms and there are few historical data applicable to the development process in point. Examines operations‐improvement processes in two...

Persistent link: https://www.econbiz.de/10014933847