Session 96

Comprehensiveness and Time

Track H

Date: Tuesday, October 9, 2012

 

Time: 14:15 – 15:30

Paper

Room: Club A


Session Chair:

  • Weilei Shi, City University of New York

Title: Managing Interdependencies Among Strategic Decisions: Learning and Implications for Performance

Authors

  • Aleksandra Rebeka, University of North Carolina at Chapel Hill
  • Rajat Khanna, Tulane University

Abstract: Strategic decisions are inherently interdependent, and making a strategic choice in one area without considering other areas may lead to undesired outcomes. Previous research has shown that potential for interdependency in the industry affects the mean and variance of within-industry firm performance. This implies that firms differ in their ability to manage interdependencies among strategic decisions. In this study, we intend to contribute to the literature on learning and interdependency by answering two research questions: a) do firms learn to manage interdependencies among strategic decisions over time, and b) is this ability to manage associated with higher performance? Our preliminary results show that variance in firms’ ability to manage interdependencies decreases over time and that this ability to manage has a curvilinear effect on performance.

Title: Strategic Decision Comprehensiveness: The Integration of Decision Quality

Authors

  • Torsten Wulf, Philipps-University Marburg
  • Philip Meissner, Philipps-University Marburg

Abstract: On the basis of a sample of 212 top executives, we investigated the effect of decision comprehensiveness on decision quality. Our results show that decision quality is independent from the influence of environmental turbulence, a key distinguishing factor in previous studies. While we found a positive effect of comprehensiveness on performance in high turbulent environments but not in low turbulence environments, its influence was generally positive with regard to decision quality. We suggest that a comprehensiveness-decision quality-performance link may provide a more accurate description of the strategy process, which seems more complex than theorized by previous research.

Title: Time Orientation, Strategic Decision Making and the Contingency

Authors

  • Weilei Shi, City University of New York
  • John Prescott, University of Pittsburgh
  • Haibin Yang, City University of Hong Kong

Abstract: While time has long been perceived as an important dimension in strategy research, few studies have explored how decision makers’ perception of time drives firms’ strategy. We define time orientation as how individuals value and subjectively perceive time. We theoretically link and empirically examine the role of time orientation (short-term vs. long-term orientation) in affecting three key dimensions of the strategic decision making process; comprehensiveness, speed, and creativity. We also demonstrate that such relationships are constrained and facilitated by temporal era, industry context and firms’ life stage of development. We test our hypotheses in semiconductor and pharmaceutical industries in China.

All Sessions in Track H...

Sun: 08:00 – 09:15
Session 267: Strategic Processes in Transition
Sun: 09:30 – 10:45
Session 268: Capabilities that Help or Hurt Acquisition Processes
Sun: 11:15 – 12:30
Session 269: Chief Strategy Officer’s Role in Strategy Processes
Sun: 15:15 – 16:30
Session 89: Strategic Alignment and Strategy Implementation
Mon: 08:00 – 09:15
Session 99: Ambidexterity and Innovativeness
Mon: 09:30 – 10:45
Session 91: Consensus and Commitment
Mon: 13:30 – 14:45
Session 92: Attention, Goals and Renewal
Mon: 16:30 – 17:45
Session 90: Participation, Cooperation and Commitment
Tue: 08:00 – 09:15
Session 94: Going Beyond the Conventional Wisdom
Tue: 11:00 – 12:15
Session 95: Emotions and Behavior
Tue: 14:15 – 15:30
Session 96: Comprehensiveness and Time
Tue: 15:45 – 17:00
Session 98: Management of Emerging Strategic Issues
Tue: 17:30 – 18:45
Session 93: Cognition and Intuition
Session 97: Cognition and Capabilities


Strategic Management Society

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