Career impact: the missing link influencing strategic decision-making processes?

Vassilis M. Papadakis and Maria-Niki Lyriotaki

International Journal of Management and Decision Making, 2013, vol. 12, issue 2, 121-145

Abstract: This paper aims to extend the strategic decision-making theory by considering the potential influence of perceived career impact on the process of making strategic decisions. To achieve its objectives the paper incorporates a number of career impact variables (rewards and/or punishment) and examines the extent to which they explain the characteristics of the process of making strategic decisions, over and above the explanatory power of: a) external; b) internal/organisational; c) managerial; d) decision-specific variables. Overall, the results suggest that multiple contextual factors, from all five layers, shape the decision-making process. In particular, both expected rewards and punishment seem to influence the choice of decision-makers as to what process to follow. These results point toward the existence of unexplored factors shaping the decision-making process. The paper concludes with implications for the decision-making theory and recommendations for future research.

Keywords: strategic decision making; SDM; career impact; strategy process; contingency theory; expected rewards; punishment. (search for similar items in EconPapers)
Date: 2013
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Persistent link: https://EconPapers.repec.org/RePEc:ids:ijmdma:v:12:y:2013:i:2:p:121-145

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