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Uncertainty and Strategic Decision Making
The study of management and organization has transitioned from approaches to deal with steady state management, to approaches that can cope with unknown or unknowable futures. The strategy field has has moved from business policy, through strategic planning, onto strategic management and now grapples with dynamic contexts as the new normal. In that trend the field has seen a broad movement in research interests in corporate and competitive strategies towards an emphasis on the manager’s strategic role. Through this shift, strategy has moved from a concept of something organizations have towards something that managers do. This has happened while traditional boundaries of industries have become permeable and even melted away. Managers tasked with doing strategy have lost not just the certainty of a goal-oriented future, but also the certainty of understanding their current position. Decision-making tools have now moved from answer generators to scenario builders. When decisions can rely less on evidence and certainty, it is managers that take up the slack and fill the void. This book focuses on the challenge of making strategic decisions in conditions of uncertainty.
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Uncertainty and Strategic Decision Making
The study of management and organization has transitioned from approaches to deal with steady state management, to approaches that can cope with unknown or unknowable futures. The strategy field has has moved from business policy, through strategic planning, onto strategic management and now grapples with dynamic contexts as the new normal. In that trend the field has seen a broad movement in research interests in corporate and competitive strategies towards an emphasis on the manager’s strategic role. Through this shift, strategy has moved from a concept of something organizations have towards something that managers do. This has happened while traditional boundaries of industries have become permeable and even melted away. Managers tasked with doing strategy have lost not just the certainty of a goal-oriented future, but also the certainty of understanding their current position. Decision-making tools have now moved from answer generators to scenario builders. When decisions can rely less on evidence and certainty, it is managers that take up the slack and fill the void. This book focuses on the challenge of making strategic decisions in conditions of uncertainty.
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Uncertainty and Strategic Decision Making

Uncertainty and Strategic Decision Making

Uncertainty and Strategic Decision Making

Uncertainty and Strategic Decision Making

Overview

The study of management and organization has transitioned from approaches to deal with steady state management, to approaches that can cope with unknown or unknowable futures. The strategy field has has moved from business policy, through strategic planning, onto strategic management and now grapples with dynamic contexts as the new normal. In that trend the field has seen a broad movement in research interests in corporate and competitive strategies towards an emphasis on the manager’s strategic role. Through this shift, strategy has moved from a concept of something organizations have towards something that managers do. This has happened while traditional boundaries of industries have become permeable and even melted away. Managers tasked with doing strategy have lost not just the certainty of a goal-oriented future, but also the certainty of understanding their current position. Decision-making tools have now moved from answer generators to scenario builders. When decisions can rely less on evidence and certainty, it is managers that take up the slack and fill the void. This book focuses on the challenge of making strategic decisions in conditions of uncertainty.

Product Details

ISBN-13: 9781786351708
Publisher: Emerald Group Publishing Limited
Publication date: 11/14/2016
Series: New Horizons in Managerial and Organizational Cognition
Pages: 248
Product dimensions: 5.98(w) x 9.02(h) x 0.75(d)

About the Author

Kristian J. Sund, Roskilde University, Denmark Robert J. Galavan, National University of Ireland, Maynooth, Ireland Anne Sigismund Huff, National University of Ireland, Maynooth, Ireland

Table of Contents

List of Contributors vii

Foreword ix

Introducing New Horizons in Managerial and Organizational Cognition xiii

Chapter 1 A Conversation on Uncertainty in Managerial and Organizational Cognition Anne Sigismund Huff Frances J. Milliken Gerard P. Hodgkinson Robert J. Galavan Kristian J. Sund 1

Chapter 2 When Shared Frames Become Contested: Environmental Dynamism and Capability (Re)Configuration as a Trigger of Organizational Framing Contests Peter Altmann 33

Chapter 3 How Recursive Dialogue Frames and Reframes Technological Change Alesia Slocum Anne Sigismund Huff Julia Balogun 57

Chapter 4 The "how" of Multiple Leader Sensegiving and Strategic Change Karl S. J. Anderson Robert J. Galavan 77

Chapter 5 A Test of Perceptual Accuracy and Overconfidence in a Strategic Issue Context Kristian J. Sund 101

Chapter 6 The Complexity of Simple Rules in Strategic Decision Making: Toward an Understanding of Organizational Heuristics Tatjana V. Kazakova Daniel Geiger 127

Chapter 7 Making Space for Intuition in Decision-Making: The Case of Project Prioritization Ionna D. Constantiou Arisa Shollo Morten Thanning Vendelø 147

Chapter 8 The Effect of Organizational Performance Feedback on Team Attention Focus Gerardus J. M. Lucas Marius H. M. Zijlmans Marius T. H. Meeus Daniela P. Blettner 171

Chapter 9 Public Sector Leaders as Early Detectors of Crises: The Role of Mental Models, Expertise and Development Richard T. Marcy Ottilia Berze 191

Author Biographies 215

Index 221

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