Document Type
Article
Publication Date
1-1-2016
Abstract
Top management team (TMT) members spend a lot of resources formulating and articulating strategy for their organization’s future state, yet this future rarely comes to fruition as intended by the strategy. As strategy is a function of decisions, both within the strategic planning cycle and ad-hoc decisions, in this research, we set out to discover what contributes towards the best and worst strategic decisions that senior executives have made in their careers. We interviewed 29 senior executives from a variety of organizations, industries,and sizes of organizations, using grounded theory. We discovered insights about the decision champion’s primary objective as they propose a particular direction and the role of quality of debate in the worst decisions. Keywords: strategy as a practice; strategic decision making; cognitive conflict; affective conflict; quality of debate; decisiveness of leaders.
Keywords
strategy as a practice, strategic decision making, cognitive conflict, affective conflict, quality of debate, decisiveness of leaders.
Rights
© The Author(s). This is an open access work distributed under the terms of the Creative Commons Attribution-Non-Commercial (https://creativecommons.org/licenses/by-nc/4.0/) which permits non-commercial reuse, distribution, and reproduction in any medium, provided the original work is properly cited.
Creative Commons License
This work is licensed under a Creative Commons Attribution-NonCommercial 4.0 International License
Department/Center
Design & Innovation
Recommended Citation
Shaikh, K., "What Made the Difference Between Senior Executives' Best and Worst Strategic Decisions? Factors Influencing Effective Strategic Decision-Making at the Executive Level" (2016). Student Scholarship. 526.
https://commons.case.edu/studentworks/526