The effects of information technology on strategic decision making

Article Abstract:

A number of researchers have expressed their belief in the idea that the use of information technology (IT) enhances strategic decisions and have proposed several explanations about the impact of IT on strategic decision making. Yet, a study on the particular effects of IT on major phases of this process remains to be lacking. In light of this, a study examining the impact of IT on the main stages of the process is performed by investigating eight decisions in four companies. For the study, the strategic decision making model of Mintzberg, Raisinghani and Theoret is employed. Results lend support to the notion that IT boosts the efficiency and effectiveness of the decision-making process. Although many variables have positive impacts on the IT use and performance, time pressure and individual differences do have negatiive impacts on IT use and performance.

Decision-making, Decision making, Information technology

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Top management, strategy and organizational knowledge structures

Article Abstract:

The cognitive aspects of strategic management and organizational learning have been receiving increasing interest from researchers (Fahey and Narayanan, 1986; Prahalad and Bettis, 1986). Researchers have called for more detailed descriptions of the ways that individual-level cognitions contribute to organizational-level strategies (Daft and Weick, 1984; Smircich and Stubbart, 1985). In this article, a theory of organizational knowledge structures which include core and peripheral features is presented, From this theory propositions are suggested to guide future research on organizational learning. (Reprinted by permission of the publisher.)

Analysis, Organizational behavior

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A research agenda for strategic management in the 1990s

Article Abstract:

The importance of thinking strategically is often glossed over when academics try to apply this concept to themselves. This frequently results in research or articles that are not very insightful or useful either to other academics or to practising managers. To overcome this problem and to explore the future needs of the field of strategic management, this article proposes topics for a research agenda for strategic management in the 1990s that is based on the forecast of 'experts' in the field. (Reprinted by permission of the publisher.)

Methods, Business planning

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