Klingebiel, Ronald and De Meyer, A. (2013) Becoming aware of the unknown : decision making during the implementation of a strategic initiative. Organization Science, 24 (1). pp. 133-153. doi:10.1287/orsc.1110.0726 ISSN 1047-7039.

Research output not available from this repository.

Request-a-Copy directly from author or use local Library Get it For Me service.

Request Changes to record.

Abstract

This qualitative study analyzes the decision-making process involved in adapting preconceived courses of action during the implementation of a strategic initiative. We observe that the type of decision-making process hinges on the nature of managers' emerging awareness of future events. When managers become aware of new uncertainty, the process involves selectiveness, deliberateness, and diligence. By contrast, when managers become aware of new certainty, the process conforms to the problem-solving adhocracy and decision-making messiness emphasized in prior literature. We summarize our findings in a framework, proposing that decision-level differences in awareness and uncertainty can explain the observed variation in strategic decision-making processes during implementation. We also discuss implications for theory on procedural rationality and analytical comprehensiveness.

Item Type:	Journal Article
Divisions:	Faculty of Social Sciences > Warwick Business School
Journal or Publication Title:	Organization Science
Publisher:	Institute for Operations Research and the Management Sciences (I N F O R M S)
ISSN:	1047-7039
Official Date:	January 2013
Dates:	Date Event January 2013 Published
Volume:	24
Number:	1
Page Range:	pp. 133-153
DOI:	10.1287/orsc.1110.0726
Status:	Peer Reviewed
Publication Status:	Published
Access rights to Published version:	Restricted or Subscription Access

Request changes or add full text files to a record

Repository staff actions (login required)

View Item