search query: @author Schwenk, C. R. / total: 17
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1.
The effects of information technology on strategic decision making (Entscheidungsstrategie)
Journal of Management Studies
1995 : MAY, VOL. 32:3, p. 283-311
 1995 Molloy, S.
Schwenk, C. R.
2.
Illusions of management control? Effects of self-serving attributions on resource commitments and confidence in management (!Attribution research)
Human Relations
1990 : APR, VOL. 43:4, p. 333-347
 1990 Schwenk, C. R.
3.
Conflict in organizational decision making: Exploratory study of its effects in For-profit and Not-for-profit organizations.
Management Science
1990 : APR, VOL. 36:4, p. 436-448
 1990 Schwenk, C. R.
4.
Linking cognitive, organizational and political factors in explaining strategic change.
Journal of Management Studies
1989 : MAR, VOL. 26:2, p. 177-187
 1989 Schwenk, C. R.
5.
Effects of devil's advocacy on escalating commitment.
Human Relations
1988 : OCT, VOL. 41:10, p. 769-782
 1988 Schwenk, C. R.
6.
The cognitive perspective on strategic decision making.
Journal of Management Studies
1988 : JAN, VOL. 25:1, p. 41-55
 1988 Schwenk, C. R.
7.
Information, cognitive biases, and commitment to a course of action. (!COMMITMENT)
Academy of Management Review
1986 : APR, VOL. 11:2, p. 298-310
 1986 Schwenk, C. R.
8.
Management illusions and biases : their impact on strategic decisions.
Long Range Planning
1985 : OCT, VOL. 18:5, p. 74-80
 1985 Schwenk, C. R.
9.
The use of participant recollection in the modeling of organizational decision processes.
Academy of Management Review
1985 : JUL, VOL. 10:3, p. 496-503
 1985 Schwenk, C. R.
10.
Concepts, theory, and techniques.
Decision Sciences
1984 : FALL, VOL. 15:4, p. 449-462
 1984 Schwenk, C. R.
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