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| Tekijä: | Mueller, G.C. Mone, M.A. Barker, V.L. III |
| Otsikko: | Formal strategic analyses and organizational performance: Decomposing the rational model |
| Lehti: | Organization Studies
2007 : VOL. 28:6, p. 853-883 |
| Asiasana: | strategic planning decision making organizational performance management manufacturing companies USA |
| Kieli: | eng |
| Tiivistelmä: | Based on Langley's (1989) framework of decision (here as: dec.) process (as: proc./procs.) rationality (as: rat-ly.), this paper examines the effects of formal analysis for purposes of information (here as: info.), persuasion (as: prsn.) and communication, control and direction etc., considering also their effects in the context of environmental dynamism. Using survey data from top management teams in 42 organizations, it is found that in both high and low dynamism environments (as: envs.), the instrumental use of info. in dec. procs. was positively linked with organizational (as: org-al.) performance (as: perf.). In dynamic envs., while analyses for symbolic and control purposes were positively associated with perf., analysis for prsn. was negatively associated with perf. By straightening out the perf. effects of different elements of dec. making rat-ly., the nature of relationships btw. strategic dec. procs. and org-al. perf. can be better understood. |
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