Influences on strategic decision-making in the dutch financial services industry
Abstract
Following recommendations by Rajagopalan, Rasheed, and Datta (1993) and Schwenk (1995), this study attempts to extend what is known about integrative models of strategic decision-making by examining decision-making variable interactions in a field study of non-North American managers. We find some evidence to support the use of integrative models and variable interaction. We also find that some previous results seem to generalize to our Dutch setting, whereas others do not. The study concludes by noting that: (1) integrating multiple perspectives (environmental-based decision-making and managerial characteristics) and including variable interactions enhances what we know about the strategic decision-making process; and (2) much more research is needed before knowing which aspects of strategic decisionmaking can be generalized and which cannot.
- DOI
- 10.1016/s0149-2063(00)00061-1
- Sources
- openalex