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An Examination Of The Underlying Dynamics Of Strategic Decisions Subject To Upward Influence Activity

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  • Warren Keith Schilit
  • Frank T. Paine

Abstract

This study examines the underlying dynamics of strategic decisions that are subject to upward influence activity. The results suggest that the strategymaking process deviates considerably from typical rational comprehensive approaches in that strategies are affected by: initial sense‐making activity, perceptions of risk and return, and power and negotiation skills. Differences due to functional area of the manager involved in the influence activity are discussed.

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  • Warren Keith Schilit & Frank T. Paine, 1987. "An Examination Of The Underlying Dynamics Of Strategic Decisions Subject To Upward Influence Activity," Journal of Management Studies, Wiley Blackwell, vol. 24(2), pages 161-187, March.
    • Handle: RePEc:bla:jomstd:v:24:y:1987:i:2:p:161-187
    DOI: 10.1111/j.1467-6486.1987.tb00942.x
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    Cited by:

    1. Edward Christensen & Jerry Fjermestad, 1997. "Challenging Group Support Systems Research: The Case for Strategic Decision Making," Group Decision and Negotiation, Springer, vol. 6(4), pages 351-372, July.
    2. Jennifer A. Howard-Grenville, 2007. "Developing Issue-Selling Effectiveness over Time: Issue Selling as Resourcing," Organization Science, INFORMS, vol. 18(4), pages 560-577, August.
    3. Friederike Neugebauer & Frank Figge & Tobias Hahn, 2016. "Planned or Emergent Strategy Making? Exploring the Formation of Corporate Sustainability Strategies," Business Strategy and the Environment, Wiley Blackwell, vol. 25(5), pages 323-336, July.

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