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- W1971363049 abstract "Abstract The influence of decision style on strategic decisions made by 137 top executive is described. Decision style is defined, using concepts proposed by Jung, in terms of the decision maker's introversion-extroversion and judgement-perception predispositions as well as in terms of data and data-processing preferences. The executives evaluated hypothetical capital-expansion scenarios with strategic importance. In these scenarios, types of information, the decision environment, and uncertainty were defined in terms of decision style and then systematically manipulated. Each executive's age and experience were collected to qualify the findings. Decision style was found to be a highly significant factor in explaining the adoptability and perceived risk for strategic decisions. Decision style-uncertainty and decision style-environment interactions were found to be important and were used to explain the preferences that top executives express for diagnostic information and ways of measuring organizational performance. These preferences suggest that style may explain why managers make different strategic decisions when faced with similar choices." @default.
- W1971363049 created "2016-06-24" @default.
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- W1971363049 date "1986-08-01" @default.
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- W1971363049 title "Decision style and strategic decisions of top executives" @default.
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- W1971363049 doi "https://doi.org/10.1016/0040-1625(86)90054-5" @default.
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