Uncertainty and Strategic Decision Making 1st Edition by Kristian J Sund, Robert J Galavan, Anne Sigismund Huff ISBN 9781786351692 1786351692

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ISBN 10: 1786351692
ISBN 13: 9781786351692
Author: Kristian J Sund, Robert J Galavan, Anne Sigismund Huff

Uncertainty and Strategic Decision Making 1st Edition Table of contents:

Chapter 1 A Conversation on Uncertainty in Managerial and Organizational Cognition

Uncertainty’s Central Role in Strategic Decision Making

Types of Uncertainty

Uncertainty within Teams and across Larger Collectives

Planning while Recognizing Uncertainty

An Agenda for Future Work on Uncertainty

Conclusion

References

Chapter 2 When Shared Frames Become Contested: Environmental Dynamism and Capability (Re)Configurati

Introduction

Literature Background

Methods

Data Collection

Data Analysis

The Case Company

MedCorp and the Need for Strategic Renewal

The New Strategy

Findings

Functional Area: New Product Development

Deconstruction and Extension Phase

(Re)Configuration Phase

Functional Area: Human Resources Management

Discussion and Conclusions

References

Chapter 3 How Recursive Dialogue Frames and Reframes Technological Change

Introduction

Key Theories Influencing the Study of Strategic Change Processes

Method: Identifying Recursive Dialogue

Case Study Details

Three Vignettes about the Change Process

Vignette 1 – Expectations about Technology’s Superior Ability to “Store and Share the Informat

Vignette 2 – “Ownership” of Information Voiced by Jane, a Previous User

Vignette 3 – Recursivity of Ideas around “Why Should I Use the System?” and “Why Everybody S

Future Agenda and Potential Contribution of Recursive Dialogue Analysis

References

Chapter 4 The “how” of Multiple Leader Sensegiving and Strategic Change

Introduction

Sensemaking – Sensegiving

Case Study

Research Method

Analysis and Findings

Step 1

Step 2

Step 3

Mechanisms 1 and 2: Meaning Giving and Sense Creation, and Their Interconnection

Mechanism 3: Different Meanings and Different Senses for the Same Targets.

Discussion

Conclusion

References

Chapter 5 A Test of Perceptual Accuracy and Overconfidence in a Strategic Issue Context

Introduction

Overview of Relevant Literature

Perceptual Accuracy and Performance

Scanning and Strategic Importance

Knowledge Calibration

Method

Findings

Discussion and Conclusion

References

Chapter 6 The Complexity of Simple Rules in Strategic Decision Making: Toward an Understanding of Or

Introduction

Strategic Decision Making under Uncertainty

Methods

First Phase

Second Phase

Findings

Disentangling Decision Making

Organizational Rule Patterns

Discussion: Toward an Understanding of Organizational Heuristics

Rule Pattern as Organizational Heuristics

Strategic Learning: The Origin of Organizational Heuristics

Conclusion

References

Chapter 7 Making Space for Intuition in Decision-Making: The Case of Project Prioritization

Introduction

Research on Intuition and Decision-Making

Two Perspectives on the Relationship between Intuition and Decision-Making

Empirical Studies of Intuition and Decision-Making

Empirical Context for Project Prioritization

A Project Prioritization Meeting

Activities before the Project Prioritization Meetings

Generation of new project ideas

Consultation about and review of new projects

Informal discussions of project proposals

Research Method

Data Collection

Data Analysis

Analysis of Intuition in Project Prioritization

Prioritization of a Project with a Weak Business Case

Prioritization as Project Swapping

Making Space for Intuition in Project Prioritization

Bringing-in project intangibles

Co-promoting intuitive judgments

Associating intuitive judgments with shared group context

Conclusion

References

Chapter 8 The Effect of Organizational Performance Feedback on Team Attention Focus

Introduction

Theory and Hypotheses

Methods

Data and Measurement

Dependent Variable

Independent Variables

Control Variables

Data Analysis

Results

Discussion and Conclusion

Acknowledgments

References

Chapter 9 Public Sector Leaders as Early Detectors of Crises: The Role of Mental Models, Expertise a

Introduction

Crises and Early Crisis Prediction

Some Properties of Early Signals of Emergent Crises

Individual-Level Cognitive Processes

Knowledge

Mental Models

Environmental Observation/Scanning – Internal and External Environment

Initial Detection of an Anomaly: Priming of General Mental Model along with Alternative Mental Model

Activation and Analysis of Knowledge Structures

Potential Revision of General Mental Model and/or Development of New Mental Models

Forecasting of ‘Enhanced ’ Anomaly in Organizational System to Determine Impact

Conclusions

Limitations

Implications

Individual-Level Processes: Enhancing Mental Models

Organizational-Level Processes: Selection of Disparate Mental Models

Future Research

References

Author Biographies

Index

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