Effectiveness of Information Use for Strategic Decision Making [electronic resource] /
Gänswein, Wolfgang.author.
In general, effective strategic decisions are associated with a step-by-step analysis of information. However, such recommendations are detached from the realities decision makers are faced with, i.e uncertainty of a decision problem, abundance of information from various sources, as well as political behavior and personal idiosyncracies in the decision making process. Wolfgang Gänswein examines the interaction of these factors by using a broad sample of 230 decisions in a broad range of industries. The results show decision effectiveness is not only affected by uncertainty in a company’s environment but also and even more significantly by the information processing preferences of a single decision maker.
Description based upon print version of record.
Foreword; Acknowledgements; Overview of Contents; Table of Contents; List of Figures; List of Tables; List of Abbreviations XXI; 1 Introduction; 1.1 Problem statement; 1.2 Research objective and questions; 1.3 Research approach; 1.4 Outline of this document; 2 Conceptual basis; 2.1 Literature review and basic terminology; 2.1.1 Strategic decision making; 2.1.1.1 Characteristics of strategic decisions; 2.1.1.2 Process view of strategic decision making; 2.1.2 Individual information behavior; 2.1.2.1 Basic elements of information behavior; 2.1.2.2 Information from an individual level perspective
2.1.2.3 Information use from an individual level perspective2.1.2.4 Facets of information acquisition; 2.1.2.4.1 Information sources; 2.1.2.4.2 Modes of information acquisition; 2.1.2.4.3 Characteristics describing information; 2.1.2.5 Facets of information processing; 2.1.2.5.1 Dual information processing; 2.1.2.5.2 Cognitive functions: Perception, thought, knowledge learning and retrieval; 2.2 Definition of research variables; 2.2.1 Strategic decision making effectiveness; 2.2.2 Strategic decision making process dimensions; 2.2.2.1 Information use; 2.2.2.2 Political behavior
2.2.3 Contextual factors2.2.3.1 Perceived environmental uncertainty From a contingency perspective, organizations are influenced by their environments.; 2.2.3.2 Cognitive style Individual differences in human cognition have been researched in many domains of organizational cogniti; 2.3 Summary; Overall this chapter can be summarized as follows. First of all, strategic decisions are defined as; among alternative courses of actions. They are important in the sense, that they require substantial investment of resources, im; 58 Conceptual basis
processes start with diagnosing a problem once it is recognized and end with the final choice among alternatives. In between actterms of knowledge and information processing and the resulting need to acquire and process information for SDM. Secondly, polit; behaviors; and the; cognitive; information processing activities of the individual decision maker. As such information is distinguishable from data or messages; Summary 59 Then, information use; information in addressing strategic decisions. This definition differs from organizational level definitions, because the latter
The dependent variables are strategic decision quality and organizational performance, which are both measures of strategic deciOne group of independent variables is defined as; amount and scope of information use from personal and impersonal as well as internal and external information sources. These var; Another independent variable is political behavior; behaviors in pursuit of their personal interests during SDM. This variable captures the social context of SDM and has widely bee
The first contextual factor is defined as perceived environmental uncertainty comprised of environmental complexity and dynamism
Diss.--RWTH Aachen University, 2011.
Includes bibliographical references.
In general, effective strategic decisions are associated with a step-by-step analysis of information. However, such recommendations are detached from the realities decision makers are faced with, i.e uncertainty of a decision problem, abundance of information from various sources, as well as political behavior and personal idiosyncracies in the decision making process. Wolfgang Gänswein examines the interaction of these factors by using a broad sample of 230 decisions in a broad range of industries. The results show decision effectiveness is not only affected by uncertainty in a company’s environment but also and even more significantly by the information processing preferences of a single decision maker.
Organization.
Planning.
Management.
Organization.
Management.