Strategic decision making

Strategic Management Journal

Volumn 13, Issue 2 S, 1992, Pages 17-37

  Eisenhardt, Kathleen M ^a   Zbaracki, Mark J ^a  

^a STANFORD UNIVERSITY   (United States)

Author keywords

bounded rationality; garbage can; politics; power; Strategic decision making

Indexed keywords

EID: 84989071153     PISSN: 01432095     EISSN: 10970266     Source Type: Journal    
DOI: 10.1002/smj.4250130904     Document Type: Article

References (79)

1. Decision making by objection and the Cuban Missile Crisis
2. A Monte Carlo model of a garbage can decision process
3. A power‐strategy alternative to organization development
4. Strategy decision processes in high velocity environments: Four cases in the microcomputer industry
5. Intraorganizational ecology of strategy making and organizational adaptation: Theory and field research
6. Measuring efficiency in a garbage can hierarchy
7. The behavioral theory of the firm and top‐level corporate decisions
8. A garbage can model of organizational choice
9. Dialectical inquiry in strategic planning
10. Agreement, consensus, and thinking alike: Ingredients for poor decisions
11. Consensus on strategy formulation and organizational performance: Competitors in a fragmented industry
12. Making fast strategic decisions in high‐velocity environments
13. Politics of strategic decision making in high‐velocity environments: Toward a midrange theory
14. Charting strategic decisions in the microcomputer industry: Profile of an industry star
15. The comprehensiveness of strategic decision processes: Extension, observations, future directions
16. Effects of decision motive and organizational performance level on strategic decision processes
17. Inertia and creeping rationality in strategic decision processes
18. Strategic decision processes: Comprehensiveness and performance in an industry with an unstable environment
19. The experience of workplace polities
20. Strategic decision making: An integrative explanation
21. University budgets and organizational decision making
22. Structural conditions of intraorganizational power
23. Thinking and managing: A verbal protocol analysis of managerial problem solving
24. Ideology and management in a garbage can situation
25. In search of rationality: The purposes behind the use of formal analysis in organizations
26. The lid on the garbage can: Institutional constraints on decision making in the technical core of college‐text publishers
27. The science of 'muddling through
28. Garbage can theory of decision making: A review
29. The business firm as a political coalition
30. Beyond garbage cans: An AI model of organizational choice
31. Strategy making and structure: Analysis and implications for performance
32. The structure of 'unstructured' decision processes
33. Tracking strategy in an entrepreneurial firm
34. Models for decision making in organizations and some contextual variables which stipulate optimal use
35. Types of organizational decision processes
36. Choice in an organized anarchy
37. Managing garbage can hierarchies
38. Perspectives on strategy: The real story behind Honda's success
39. Adaptive strategy selection in decision making
40. Power in university budgeting: A replication and extension
41. Organizational decision making as a political process: The case of a university budget
42. A field evaluation of perspectives on organizational decision making
43. Top management team group factors, consensus, and firm performance
44. Decision making under changing norms
45. The bases and use of power in organizational decision making: The case of a university budget
46. Group approaches for improving strategic decison making: A comparative analysis of dialectical inquiry, devil's advocacy and consensus
47. Experiential effects of dialectical inquiry, devil's advocacy, and consensus approaches to strategic decision making
48. The concept of 'coalition' in organization theory and research
49. Implication of controversy research for management
50. Participation, Deadlines, and Choice