Strategic Decision Making: The Effects of Cognitive Diversity, Conflict, and Trust on Decision Outcomes

By Bradley J. Olson, Satyanarayana Parayitam, Yongjian Bao. 2007

410 citations recorded by the source corpus.

Subfields: Gender Studies, Sociology and Political Science, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/4819d2429a6765f156e3de4152509b67bda8e220

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Citations in the corpus

The Cognitive Perspective in Strategy: An Integrative Review (2011, methodology): “Third, for outcomes, process research focuses directly on other processes (e.g., as in Thomas et al., 1993), where scanning influences issue interpretations, or on intermediate outcomes such as quality of decision (Olson et al., 2007).”
At What Level (and in Whom) We Trust (2012, background): “It has been shown to strengthen the relationship between cognitive diversity and task conflict, which has a positive effect on team decision making (Olson et al., 2007); to mitigate the negative effect of negative feedback received by the team on subsequent team relationship conflict (Peterson & Beh”
The paradox of intragroup conflict: a meta-analysis. (2012, background): “On the positive side, task conflicts often have been suggested to potentially benefit group outcomes and distal group outcomes, such as group performance, in particular (e.g., Amason, 1996; Jehn, 1995; Olson et al., 2007).”
A Multilevel View of Intragroup Conflict (2008, background): “However, it appears to function mainly as a mitigating factor in the effect of other antecedents on conflict and on the escalation of conflict (Olson et al., 2007; Peterson & Behfar, 2003; Tidd et al., 2004).”
CEO relational leadership and strategic decision quality in top management teams: The role of team trust and learning from failure (2012, methodology): “As in previous studies (Amason, 1996; Olson et al., 2007), we used perceptions for assessing strategic decision quality, which provide reliable measurements when objective data are not accessible (Dess and Robinson, 1984).”
Product Innovation and Educational Diversity in Top and Middle Management Teams (2020, background): “There is strong evidence that such social processes mediate the ways in which diversity plays out at the intragroup level (Ensley et al. 2002, Olson et al. 2007).”
The Effects of Family Firm Specific Sources of Tmt Diversity: The Moderating Role of Information Exchange Frequency (2010, positive): “In light of upper-echelons scholars’ insights (e.g. Amason and Sapienza, 1997; Certo et al., 2006; Knight et al., 1999; Olson et al., 2007), we argue that information exchange at the TMT level interacts with TMT diversity to maximize diversity’s upside and mitigate its downside by providing the firm”