Strategy as Practice: Making fast strategic decisions in high-velocity environments

  title={Strategy as Practice: Making fast strategic decisions in high-velocity environments},
  author={Kathleen M. Eisenhardt},
How do executive teams make rapid decisions in the high-velocity microcomputer industry? This inductive study of eight microcomputer firms led lo propositions exploring that question. Fast decision makers use more, not less, information than do slow decision makers. The former also develop more, not fewer, alternatives, and use a two-tiered advice process. Conflict resolution and integration among strategic decisions and tactical plans are also critical to the pace of decision making. Finally… 

Figures and Tables from this paper



Strategic decision processes in high velocity environments: four cases in the microcomputer industry

How do executives make strategic decisions in industries where the rate of technological and competitive change is so extreme that market information is often unavailable or obsolete, where strategic

Top decisions : strategic decision-making in organizations

How are important decisions made? What influences such decisions - their complexity, the ease with which they can be made, or the political dimension? The more strategic the decision, the more

Politics of Strategic Decision Making in High-Velocity Environments: Toward a Midrange Theory

How do politics affect the strategic decision processes of top executives in the “high-velocity” microcomputer industry? We induced a midrange theory linking power, politics, and performance from a...

Strategy-Making in Three Modes

The strategy-making process exists in three basic modes: the entrepreneurial mode, where bold decisions are taken by a powerful decision-maker; the adaptive mode, where a coalition of decision-makers

Adaptive Strategy Selection in Decision Making.

Abstract : The authors examine the role of effort and accuracy in the adaptive use of decision processes. A computer simulation study that used the concept of elementary information processes

Incremental Change, its Correlates, and the Comprehensiveness of Strategic Decision Processes.

"Comprehensiveness", a measure of rationality, has previously been shown to exhibit a significant relationship with organizational performance (Fredrickson, 1984; Fredrickson & Mitchell, 1984). Here,

The Structure of "Unstructured" Decision Processes

Henry Mintzberg, Duru Raisinghani, and Andre Theoret A field study of 25 strategic decision processes, together with a review of the related empirical literature, suggests that a basic structure

Strategic Decision Processes: Comprehensiveness and Performance in an Industry with an Unstable Environment

Comprehensiveness is a measure of rationality and is defined as the extent to which organizations attempt to be exhaustive or inclusive in making and integrating strategic decisions. Results from a...

Performance and consensus

Top management consensus on corporate objectives and on the competitive weapons employed to attain them was studied and it was found that while agreement on both is associated positively with economic performance, agreement on means is significantly more important.

Models for Decision Making in Organizations and Some Contextual Variables Which Stipulate Optimal Use

Six organizational decision making models are described and critiqued. It is postulated that an optimum model can be selected by considering: dependencies among organizational units and layers, key