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Analysis and Intuition in Strategic Decision Making: The Case of California

Analysis and Intuition in Strategic Decision Making: The Case of California

Zita Zoltay Paprika
Copyright: © 2010 |Pages: 12
ISBN13: 9781605666778|ISBN10: 1605666777|EISBN13: 9781605666785
DOI: 10.4018/978-1-60566-677-8.ch098
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MLA

Paprika, Zita Zoltay. "Analysis and Intuition in Strategic Decision Making: The Case of California." Strategic Information Systems: Concepts, Methodologies, Tools, and Applications, edited by M. Gordon Hunter, IGI Global, 2010, pp. 1531-1542. https://doi.org/10.4018/978-1-60566-677-8.ch098

APA

Paprika, Z. Z. (2010). Analysis and Intuition in Strategic Decision Making: The Case of California. In M. Hunter (Ed.), Strategic Information Systems: Concepts, Methodologies, Tools, and Applications (pp. 1531-1542). IGI Global. https://doi.org/10.4018/978-1-60566-677-8.ch098

Chicago

Paprika, Zita Zoltay. "Analysis and Intuition in Strategic Decision Making: The Case of California." In Strategic Information Systems: Concepts, Methodologies, Tools, and Applications, edited by M. Gordon Hunter, 1531-1542. Hershey, PA: IGI Global, 2010. https://doi.org/10.4018/978-1-60566-677-8.ch098

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Abstract

Many management scholars believe that the process used to make strategic decisions affects the quality of those decisions. However, several authors have observed a lack of research on the strategic decision-making process. Empirical tests of factors that have been hypothesized to affect the way strategic decisions are made are notably absent (Fredrickson, 1985). This article reports the results of a study that attempts to assess the effects of decision-making circumstances, focusing mainly on the approaches applied and the managerial skills and capabilities the decision makers built on during concrete strategic decisionmaking procedures. The study was conducted in California between September 2005 and June 2006 and it was sponsored by a Fulbright research scholarship grant.

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