Authors: Vassilis M. Papadakis; Maria-Niki Lyriotaki
Addresses: Department of Business Administration, Athens University of Economics and Business, 76 Patission St., 10434 Athens, Greece ' Laboratory of Business Strategy, Athens University of Economics and Business, 76 Patission St., 10434 Athens, Greece
Abstract: This paper aims to extend the strategic decision-making theory by considering the potential influence of perceived career impact on the process of making strategic decisions. To achieve its objectives the paper incorporates a number of career impact variables (rewards and/or punishment) and examines the extent to which they explain the characteristics of the process of making strategic decisions, over and above the explanatory power of: a) external; b) internal/organisational; c) managerial; d) decision-specific variables. Overall, the results suggest that multiple contextual factors, from all five layers, shape the decision-making process. In particular, both expected rewards and punishment seem to influence the choice of decision-makers as to what process to follow. These results point toward the existence of unexplored factors shaping the decision-making process. The paper concludes with implications for the decision-making theory and recommendations for future research.
Keywords: strategic decision making; SDM; career impact; strategy process; contingency theory; expected rewards; punishment.
International Journal of Management and Decision Making, 2013 Vol.12 No.2, pp.121 - 145
Available online: 11 Jun 2013 *Full-text access for editors Access for subscribers Purchase this article Comment on this article