STRATEGIC DECISION SPEED AND FIRM PERFORMANCE

By J. Baum, S. Wally. 2003

1,036 citations recorded by the source corpus.

Subfields: Accounting, Management of Technology and Innovation, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/776ab929470b200e97d7f535543a4c5ba50ab032

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Citations in the corpus

Framing Contests: Strategy Making Under Uncertainty (2008, background): “suggested that fast decision speeds, in particular, in turbulent environments, lead to better performance ( Baum and Wally 2003, Eisenhardt 1989b).”
To Agree or Not to Agree? A Meta-Analytical Review of Strategic Consensus and Organizational Performance (2011, neutral): “Unlike the first two theoretical moderators, environmental dynamism—defined as variance in the rate of market and industry change (Baum and Wally, 2003)—has been identified in the literature as a potential moderator of the consensus–performance relationship.”
Resource-Based Advantages in an International Context† (2008, methodology): “Target market munificence (Baum & Wally, 2003) was calculated using two 7-point Likert-type questions that measured the perceived quantity and quality of resources available in the target market at the time of entry (α = .89).”
Entrepreneurs’ Improvisational Behavior and Firm Performance: A Study of Dispositional and Environmental Moderators (2013, background): “, 2001; Vera and Crossan, 2005) and leadership of new ventures (Baum and Wally, 2003; Forbes, 2005).”
International attention and multinational enterprise performance (2008, background): “…to increase the diversity of stimuli and signals available to industry participants, making it harder for HQ executives to understand what exact features of their global environments are changing, or to accurately predict means–ends relationships (Baum & Wally, 2003; Dess & Robinson, 1984).”
THE FOUNDATION OF ENTREPRENEURIAL INTENTION (2009, background): “In small entrepreneurial firms, as argued by Baum and Wally (2003), organizational behaviors (and performance) can be seen as a result of the enactment of individual intentions.”
Managing Firm Resources in Dynamic Environments to Create Value: Looking Inside the Black Box (2007, background): “A firm’s ability to make rapid, high-quality decisions about how to leverage its capabilities strongly influences the amount of value it creates for customers when competing in highly uncertain environments (Baum & Wally, 2003).”
What to Do Next? The Case for Non-Predictive Strategy (2006, neutral): “Similarly, Baum and Wally (2003) used a scenario-based survey to assess decision speed with 318 CEOs from 1996 to 2000, to show that fast rational decision making was related to higher proﬁt and growth performance.”
Chasing a Moving Target: Exploitation and Exploration in Dynamic Environments (2012, background): “(Baum and Wally 2003; Dess and Beard 1984; Miller 1987; Wholey and Brittain 1989), we model the level of turbulence as the probability of a shock to the payoff values of alternatives.”
The Mediating Role of Entrepreneurial Orientation in the Task Environment–Performance Relationship (2011, neutral): “…& Miller, 1996 OrgStud Simerly & Li, 2000 SMJ Barringer & Bluedorn, 1999 SMJ Lee & Miller, 1999 SMJ Simon, Elango, Houghton, & Savelli, 2002 JSBM Baum & Wally, 2003 SMJ Lee, Lee, & Pennings, 2001 SMJ Simsek, Heavey, & Veiga, 2010 SMJ Becherer & Maurer, 1997 ETP Lepak, Takeuchi, & Snell, 2003 JM…”
Public and private sector entrepreneurship: similarities, differences or a combination? (2009, background): “In a highly formalized system there is less flexibility to determine who may decide or act or even how to decide or act (Baum and Wally, 2003).”
Building Better Causal Theories: A Fuzzy Set Approach to Typologies in Organization Research (2011, methodology): “I measured environmental context using the two constructs of environmental rate of change and uncertainty , which in combination assess the dynamism of a competitive environment (Baum & Wally, 2003; Dess & Beard, 1984).”