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Making strategic choices

Nutt, P.C. (2002) Making strategic choices. Journal of Management Studies, 39 (1). pp. 67-96. ISSN 0022-2380

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Abstract

J. D. Thompson's model of strategic choice selects a decision approach according to the demands of the decision task. This paper reports on an investigation of the value of the prescriptions in this model. Using strategic decisions made in the United States and Canada, the frequency of use and success realized when analysis, judgement, bargaining, and inspiration were used to make strategic choices were identified. Decisions that followed the prescriptions, such as using analysis when called for, were more apt to be successful. Decisions that did not follow the prescriptions were much less successful and were noted in nearly six of ten strategic decisions. Unsuccessful decisions that were mismatched to the decision task are explored to uncover what went wrong and discover ways to improve the chance of success.

Item type: Article
ID code: 9228
Keywords: strategic choices, decision making, strategic decisions, Management. Industrial Management, Business and International Management, Strategy and Management, Management of Technology and Innovation
Subjects: Social Sciences > Industries. Land use. Labor > Management. Industrial Management
Department: Strathclyde Business School > Strategy and Organisation
Related URLs:
    Depositing user: Strathprints Administrator
    Date Deposited: 30 Mar 2010 11:36
    Last modified: 04 Sep 2014 19:13
    URI: http://strathprints.strath.ac.uk/id/eprint/9228

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