The psychological context of strategic decisions: a test of relevance to practitioners

Article Abstract:

A survey was conducted of management and MBA candidates who were following up on a laboratory experiment which examined the effects of psychological influences on strategic decisions. The focus of the survey was to test the relevance of contributions to the knowledge of practicing management and to determine if the results of the experience were counter-intuitive and educational rather than common-sense. Survey results indicated the presence of significance, indicating the need for education in the area. Results also indicate that using managers to predict the results of research is beneficial in assessing the significance of research because inaccurate predictions contribute to the knowledge of practicing management.

Organizational behavior

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The psychological context of strategic decisions: a model and convergent experimental findings

Article Abstract:

The psychological context of strategic decisions is examined. Subjects made reinvestment decisions while the experimenters adjusted three variables that had main and interactive effects. The variables included feedback on the success or failure of a previous decision, decisions framed to depict a positive or negative future outlook, and high or low perceived organizational slack.

Management science, Analysis, Usage, Planning, Psychological research

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Competencies and firm performance: examining the causal ambiguity paradox

Article Abstract:

This article examines resource-based theory in strategic management, which is the argument that strong internal resources allow a firm to sustain its competitive advantage. Topics addressed include protecting resources from imitation, firm competencies, and analyzing performance.

Management Theory & Techniques, Statistical Data Included, Competition (Economics), Organizational effectiveness

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