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A COMPARATIVE ANALYSIS OF STRATEGIC DECISIONS

Warren Keith Schilit

Journal of Management Studies, 1990, vol. 27, issue 5, 435-461

Abstract: This study examines the process of upward influence in a variety of strategic decisions. The study provides a list of categories and supporting data for the agents, methods, perceived outcomes, and perceived causes of success and failure of upward influence interactions that impact upon the strategic decision‐making process in organizations. The results suggest that: (a) middle‐level managers (MLMs) deal directly with their superiors and use rational or persuasive arguments in their upward influence interactions in strategic decisions; (2) MLMs are very successful in their influence interactions and attribute their successes to internal causes; (3) MLMs and their superiors view the influence episode similarly; and (4) upward influence activity in strategic decisions is quite similar to upward influence activity in non‐strategic decisions. The study also examines individual and organizational factors that are associated with success and failure in influence activity in strategic decision‐making.

Date: 1990
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https://doi.org/10.1111/j.1467-6486.1990.tb00256.x

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