Influences on strategic decision effectiveness: Development and test of an integrative model

By Said Elbanna, J. Child. 2007

377 citations recorded by the source corpus.

Subfields: Organizational Behavior and Human Resource Management, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/49073973618b8a3abe7c0772597950bca3d4657c

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In Organizational Behavior and Human Resource Management

In Strategy and Management

Citations in the corpus

The Interplay between Intuition and Rationality in Strategic Decision Making: A Paradox Perspective (2017, positive): “Though much research has focused on detailing the properties of either rationality or intuition as core decision-making mechanisms, there is widespread acceptance that strategic decision making may require both (e.g., Elbanna & Child, 2007; Hodgkinson et al., 2009).”
Team intuition as a continuum construct and new product creativity: The role of environmental turbulence, team experience, and stress (2011, background): “Some of past research showed that rational and political processes have a greater influence on strategic decision effectiveness than intuition (e.g., Elbanna and Child, 2007) while some others found that intuition plays a significant role in increasing the speed of strategic decisions in a…”
CEO relational leadership and strategic decision quality in top management teams: The role of team trust and learning from failure (2012, background): “In addition, following previous studies (Elbanna and Child, 2007a), we controlled for the firms’ past performance (for an average of two years prior to our survey period) because high-performance firms are likely to be associated with more quality strategic choices.”
Information processing and strategic decision-making in small and medium-sized enterprises: The role of human and social capital in attaining decision effectiveness (2013, background): “…play (Liberman-Yaconi et al., 2010) across different decision contexts (Elbanna and Child, 2007b; Iederan et al., 2009), are determined by the specifics that play out at the micro-level through the interaction of decision-specific, environmental and firm characteristics (Elbanna and Child, 2007a).”
SME Innovative Capacity, Competitive Advantage and Performance in a 'Traditional' Industrial Region of Portugal (2009, neutral): “…2003; Acquaah, 2007; Short et al., 2007); (2) the entrepreneur (Ferreira, 2003); (3) the firm’s external business environment (Hitt, et al. , 2001; Elbanna and Child, 2007); (4) the firm’s innovative capacity (Rothwell, 1991; Silva, 2003); and (5) the firm’s performance (Ferreira, 2003; Acquaah,…”