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Stratejı̇k Karar Alma Üzerı̇nde Çevresel Etkı̇ler: Bı̇r İnceleme ve Araştırma Gündemı̇

Year 2024, , 131 - 156, 30.11.2024
https://doi.org/10.54733/smar.1553260

Abstract

Bu çalışmanın temel amacı, stratejik karar alma süreci (SKAS) özellikleri üzerindeki çevresel etkileri ortaya koymak ve stratejik karar alma süreci özelliklerinin stratejik kararın uygulama başarısı üzerindeki rolünü belirlemektir. Çalışmanın amacı doğrultusunda, stratejik karar alma sürecinin özellikleri, çevresel determinizm perspektifi ve stratejik kararların uygulama başarısı ile ilgili literatür incelenmiştir. Bu çalışma, SKAS özellikleri üzerindeki çevresel etkilerin ve SKAS özelliklerinin stratejik kararın uygulama başarısındaki rolünün kuramsal temellerini ortaya koymakta ve geliştirilen araştırma önermeleri ışığında kavramsal bir model sunmaktadır. Başka bir deyişle, bu nitel araştırmada metodoloji, literatürün sentezini içermekte ve çevresel faktörlerin SKAS üzerindeki doğrudan etkilerini ve SKAS özelliklerinin stratejik kararların uygulama başarısı üzerindeki rolünü araştıran bir çerçeve önermektedir. Bu çalışma aynı zamanda kuramsallaştırma, metodoloji ve yönetimsel çıkarımlarla ilgili olarak gelecek araştırmalara fayda sağlaması beklenen bir dizi alana değinmektedir.

References

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Environmental Influences on Strategic Decision-Making: A Review and Research Agenda

Year 2024, , 131 - 156, 30.11.2024
https://doi.org/10.54733/smar.1553260

Abstract

The main goal of this study is to reveal the environmental influences on strategic decision-making process (SDMP) characteristics, and to determine role of the strategic decision-making process characteristics on strategic decision’s implementation success. In line with the aim of this study, literature on SDMP characteristics, environmental determinism perspective and strategic decision’s implementation success are reviewed. This paper reveals the theoretical underpinnings of the environmental influences on SDMP characteristics and the role of SDMP characteristics in strategic decision’s implementation success and presents a conceptual model in the light of research propositions developed. In other words, in this qualitative research, the methodology involves a synthesis of literature and proposes a framework that explores the direct effects of environmental factors on SDMP, and the the role of the SDMP characteristics on strategic decisions’ implementation success. This study also addresses a number of areas about theorizing, methodology, and, managerial implications, that is expected to benefit further research.

Ethical Statement

İlgili çalışma etik kurul raporunu gerektirmemektedir.

References

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  • Andrews, K. R. (1971). The concept of corporate strategy (Seventh Edition). Dow Jones-Irwin.
  • Ansoff, I. H. (1965). Corporate strategy. McGraw-Hill Inc.
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  • Bell, D. E., Raiffa, H., & Tversky, A. (1988). Decision making: Descriptive, normative, and prescriptive interactions. Cambridge University Press.
  • Bondar, A., Tolchieva, H., Bilyk, M., Slavkova, O. & Symonov, V. (2024). The role of digitization in management and strategic decision-making in modern management. Financial and Credit Activity Problems of Theory and Practice, 2(55), 214-227.
  • Bourgeois, L. J. III., & Eisenhardt, K. M. (1988). Strategic decision processes in high velocity environments: Four cases in the microcomputer industry. Management Science, 34(7), 816-835.
  • Butler, R. (2002). Decision making. In Sorge, A. (Ed.), Organisation (pp. 224-251). Thomson Learning.
  • Campos, H. M., Rubio, A. M., Valenzuela, F. A. A., & Atondo, G. H. (2014). Strategic decision making and firms in growth stage. Global Journal of Management and Business Research: (A) Administration and Management, 14(4), 10-18.
  • Carmeli, A. (2008). Top management team behavioral integration and the performance of service organizations. Group & Organization Management, 33(6), 712-735.
  • Carmeli, A., & Schaubroeck, J. (2006). Top management team behavioral integration, decision quality, and organizational decline. The Leadership Quarterly, 17(5), 441-453.
  • Chandler, A. D. (1962). Strategy and structure: Chapters in history of the industrial enterprises. MIT Press.
  • Child, J. (1972). Organizational structure, environment and performance: The role of strategic choice. Sociology, 6(1), 1-22.
  • Child, J., Elbanna, S., & Rodrigues, S. (2010). The political aspects of strategic decision making. In P. Nutt, & D. Wilson (Eds.), The handbook of decision making (pp. 105-137). Wiley.
  • Covin, G. C., Slevin, D. P., & Heeley, M. B. (2001). Strategic decision making in an intuitive vs. technocratic mode: Structural and environmental considerations. Journal of Business Research, 52(1), 51-67.
  • Cyert, R. M., & March, J. G. (1963). A behavior theory of the firm. Prentice Hall.
  • Dayan, M., & Elbanna, S. (2011). Antecedents of team intuition and its impact on the success of new product development projects. Journal of Product Innovation Management, 28(s1), 159-174.
  • Dean, J. W., & Sharfman, M. P. (1993a). Procedural rationality in the strategic decision-making process. Journal of Management Studies, 30(4), 587-610.
  • Dean, J. W., & Sharfman, M. P. (1993b). The relationship between procedural rationality and political behaviour in strategic decision-making. Decision Sciences, 24(6), 1069-1083.
  • Dean, J. W., & Sharfman, M. P. (1996). Does decision process matter? A study of strategic decision-making effectiveness. Academy of Management Journal, 39(2), 368-396.
  • Duncan, R. (1972). Characteristics of organizational environments and perceived environmental uncertainty. Administrative Science Quarterly, 17(3), 313-327.
  • Edelstein, J. Y. (1992). Adjustment and decline in hostile environments. Garland Publishing.
  • Eisenhardt, K. M. (1989). Making fast strategic decisions in high-velocity environments. Academy of Management Journal, 32(3), 543-576.
  • Eisenhardt, K. M., & Zbaracki, M. J. (1992). Strategic decision making. Strategic Management Journal, 13(S2), 17-37.
  • Elbanna, S. (2006). Strategic decision-making: Process perspectives. International Journal of Management Reviews, 8(1), 1-20.
  • Elbanna, S. (2011). Multi-theoretic perspectives of strategy processes. United Arab Emirates University, FBE Working Paper Series, No. 2011-09.
  • Elbanna, S., & Alhwarai, M. (2012). The influence of environmental uncertainty and hostility on organization performance. UAEU-FBE-Working Paper Series, 1, 1-23.
  • Elbanna, S., & Child, J. (2007a). Influences on strategic decision effectiveness: Development and test of an integrative model. Strategic Management Journal, 28(4), 431-453.
  • Elbanna, S., & Child, J. (2007b). The influence of decision, environmental and firm characteristics on the rationality of strategic decision making. Journal of Management Studies, 44(4), 561-591.
  • Elbanna, S., & Naguib, R. (2009). How much does performance matter in strategic decision making?. International Journal of Productivity and Performance Management, 58(5), 437-459.
  • Elbanna, S., Child, J., & Dayan, M. (2013). A model of antecedents and consequences of intuition in strategic decisionmaking: Evidence from Egypt. Long Range Planning, 46(1-2), 149-176.
  • Elbanna, S., Thanos, I. C., & Papadakis, V. M. (2014). Understanding how the contextual variables influence political behaviour in strategic decision-making. Journal of Strategy and Management, 7(3), 226-250.
  • Fredrickson, J. W. (1983). Strategic process research: Questions and recommendations. Academy of Management Review, 8(4), 565-575.
  • Fredrickson, J. W. (1984). The comprehensiveness of strategic decision processes: Extension, observation, future decisions. Academy of Management Journal, 27(3), 445-466.
  • Fredrickson, J. W., & Iaquinto, A. L. (1989). Inertia and creeping rationality in strategic decision processes. Academy of Management Journal, 32(3), 516-542.
  • Fredrickson, J. W., & Mitchell, T. R. (1984). Strategic decision processes: Comprehensiveness in an industry with an unstable environment. Academy of Management Journal, 27(2), 399-423.
  • Ginsberg, A., & Venkatraman, N. (1985). Contingency perspectives of organizational strategy: A critical review of the empirical research. Academy of Management Review, 10(3), 421-434.
  • Goll, I., & Rasheed, A. M. A. (1997). Rational decision making and firm performance: The moderating role of environment. Strategic Management Journal, 18(7), 583-591.
  • Goll, I., & Rasheed, A. M. A. (2005). The relationship between top management demographic characteristics, rational decision making, environmental munificence, and firm performance. Organization Studies, 26(7), 999-1023.
  • Hambrick, D. C., & Mason, P. (1984). Upper echelons: The organization as a reflection of its top managers. Academy of Management Review, 9(2), 193-206.
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There are 111 citations in total.

Details

Primary Language Turkish
Subjects Strategy, Management and Organisational Behaviour (Other)
Journal Section Conceptual Articles
Authors

F. Oben Ürü 0000-0002-1960-5857

Publication Date November 30, 2024
Submission Date September 20, 2024
Acceptance Date November 14, 2024
Published in Issue Year 2024

Cite

APA Ürü, F. O. (2024). Stratejı̇k Karar Alma Üzerı̇nde Çevresel Etkı̇ler: Bı̇r İnceleme ve Araştırma Gündemı̇. Sosyal Mucit Academic Review, 5(Innovative Conceptual Approaches to Social Sciences), 131-156. https://doi.org/10.54733/smar.1553260