1,106 research outputs found
Cognitively skilled organizational decision making : making sense of deciding
No full textThis handbook comprehensively surveys research on organizational decision-making. It looks at decision-making at the level of individuals, groups, organizations, and inter-organizations, emphasizing psychological perspectives while encompassing insights from economics, political science, and sociology
Troubling futures : scenarios and scenario planning for organizational decision making
Full text linkThis handbook comprehensively surveys research on organizational decision-making. It looks at decision-making at the level of individuals, groups, organizations, and inter-organizations, emphasizing psychological perspectives while encompassing insights from economics, political science, and sociology
The role of strategy workshops in strategy development processes: formality, communication, co-ordination and inclusion
No full textStrategy workshops, the practice of taking time out from day-to-day routines to deliberate on the longer-term direction of the organisation, are a common practice, yet surprisingly little is known about them. This article presents the first substantial exploration of the role of workshops in strategy development through a large-scale UK survey of managerial experience of these events. The findings, based on 1,337 returns, show that strategy workshops play an important part in formal strategic planning processes; that they rely on discursive rather than analytical approaches to strategy formation; and that they typically do not include middle managers, rather reinforcing elitist approaches to strategy development. The authors conclude that strategy workshops are important vehicles for the emergence of strategy and discuss the implications of their findings for management practice and future research
Policy-capturing: An ingenious technique for exploring the cognitive bases of work-related decisions
No full textPolicy-capturing is an experimental technique potentially capable of providing powerful insights into the cognitive bases of work-related decision processes by revealing actors’ ‘implicit’ models of the problem at hand, thereby opening up the ‘black box’ of managerial and organizational cognition (MOC). This chapter considers the strengths and weaknesses of policy-capturing vis-à-vis alternative approaches that seek to capture, in varying ways, the inner workings of people’s minds as they make decisions. It then outlines the critical issues that need to be addressed when designing policy-capturing studies and offers practical advice to would be users concerning some of the common pitfalls of the technique and ways of avoiding them
Policy-capturing: An ingenious technique for exploring the cognitive bases of work-related decisions
No full textPolicy-capturing is an experimental technique potentially capable of providing powerful insights into the cognitive bases of work-related decision processes by revealing actors’ ‘implicit’ models of the problem at hand, thereby opening up the ‘black box’ of managerial and organizational cognition (MOC). This chapter considers the strengths and weaknesses of policy-capturing vis-à-vis alternative approaches that seek to capture, in varying ways, the inner workings of people’s minds as they make decisions. It then outlines the critical issues that need to be addressed when designing policy-capturing studies and offers practical advice to would be users concerning some of the common pitfalls of the technique and ways of avoiding them
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Decision Making with Inaccurate, Unreliable Data
No full textThis article reviews some evidence that decision makers often rely on inaccurate or unreliable data. The article also points out ways decision makers react when they realize their data are inaccurate or unreliable. Lastly, it examines some options for coping more effectively with inaccurate, unreliable data. Business and political journalists generally interview people who have participated in decision making. The participants explain their goals, situations faced, and the logic behind their decisions. Likewise, research about decision making and sensemaking usually assumes managers are aware of and understand their organizations and their organizations' environments. Some studies obtain almost all of their data about decision inputs and premises from the decision makers. Other studies correlate data about firms' actions with managers' perceptions of their organizations or business environments. However, almost no research has examined the accuracy of such perceptions
The role and importance of strategy workshops: findings of a UK survey
No full textTwenty years ago strategy was synonymous with formalised strategic planning. Nowadays, although strategic planning systems still exist in organisations, they are not seen as the main or only vehicle through which strategies actually develop. It is recognised that other managerial processes play an important role.i One of those processes is strategy workshops or away days and it seems that these have become very commonplace.
They typically take the form of managers taking time from their everyday tasks to consider the strategic situation facing the organisation and how they might best move forward.Although there has been much research into traditional strategic planning systems, we know very little about strategy workshops. Indeed at the start of the project summarised in this report we found that even basic information, such as how often these workshops take place, which types of organisation undertake them, who goes on them, the perceived effectiveness of these events, and so on, is simply not known. So here we have a common phenomenon, supposedly influencing the strategy development of organisations, about which we know virtually nothing. In the absence of such information how can
organisations improve the practice of strategy workshops, developing individuals to play an effective role in these events? The project reported here was undertaken to help address this major shortfall in our knowledge of this sphere of management practice.Our study constitutes the first ever attempt to establish a better picture of what goes on at such workshops and their effectiveness. The findings provide a number of key insights into the scale and scope of these activities and the extent to which and in what ways they help contribute to the effective development and implementation of strategies in organisations
Exploring methods in managerial and organizational cognition:Advances, controversies, and contributions
No full textThis book comprises the second volume in the recently launched New Horizons in Managerial and Organizational Cognition book series. Volume 1 (Sund, Galavan, & Huff, 2016), addressed the topic of strategic uncertainty. This second volume comprises a collection of contributions that variously report new methodological developments in managerial and organizational cognition (MOC), reflect critically on those developments, and consider the challenges that have yet to be confronted in order to further advance this exciting and dynamic interdisciplinary field. Contextualizing within an overarching framework the various contributions selected for inclusion in the present volume, in this opening chapter we reflect more broadly, on what we consider the most significant developments that have occurred over recent years, and the most significant challenges that lie ahead
Exploring methods in managerial and organizational cognition:Advances, controversies, and contributions
Full text linkThis book comprises the second volume in the recently launched New Horizons in Managerial and Organizational Cognition book series. Volume 1 (Sund, Galavan, & Huff, 2016), addressed the topic of strategic uncertainty. This second volume comprises a collection of contributions that variously report new methodological developments in managerial and organizational cognition (MOC), reflect critically on those developments, and consider the challenges that have yet to be confronted in order to further advance this exciting and dynamic interdisciplinary field. Contextualizing within an overarching framework the various contributions selected for inclusion in the present volume, in this opening chapter we reflect more broadly, on what we consider the most significant developments that have occurred over recent years, and the most significant challenges that lie ahead
Organizational decision making : mapping terrains on different planets
No full textThis handbook comprehensively surveys research on organizational decision-making. It looks at decision-making at the level of individuals, groups, organizations, and inter-organizations, emphasizing psychological perspectives while encompassing insights from economics, political science, and sociology
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