Strategic investment decision processes and organizational performance: an empirical examination

Article Abstract:

The companies exhibiting strongest organizational performance tend to be those with rational decision-making processes, a participative approach and extensive financial reporting. Short-term performance is less closely linked with strategic investment decision processes than long-term performance. Subjective performance measures are more highly correlated with dimensions of strategic decision-making processes than objective measures. This is because subjective measures are intended to indicate the relative significance of each performance dimension to the specific company.

Organizational Methods NEC, Organizational effectiveness

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A 'rhizomic' model of organizational change and transformation: perspective from a metaphysics of change

Article Abstract:

A 'rhizomic' model of the change process wherein the precarious, tentative and heterogeneous network-strengthening characteristics of actor-alliances are emphasized is presented. The model is an alternative conceptualization of the organizational change that considers the inherent dynamic complexities and intrinsic indeterminacy of organizational transformational processes. Further, it embodies principles that are in agreement with the three major axioms of process metaphysics, namely heterogeneous becoming, logic of otherness and immanence.

Models, Metaphysics

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Of mad cows and marmosets: from rational choice to organizational behaviour in crisis management

Article Abstract:

Recent research has focused on the way the UK government has dealt with bovine spongiform encephalopathy (BSE) in order to assess the importance to risk managers of the distinction between uncertainty and risk. It has highlighted a number of problems with the decision-making process. It was found that negotiation, and to a certain extent, can play a key role in risk assessment in cases where there is insufficient information.

Risk assessment

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