Framing Strategic Decisions

Paul C. Nutt
Additional contact information
Paul C. Nutt: Fisher College of Business, The Ohio State University, Columbus, Ohio 43210

Organization Science, 1998, vol. 9, issue 2, 195-216

Abstract: Forces that set in motion a strategic decision making process were uncovered from 352 strategic decisions. Decision making was initiated by claims from stakeholders that pointed out salient concerns and difficulties and prompted directions to be set that guided a search for ways to respond. The study identified the types of claims and directions that prompted action and how these claims and directions influenced decision making success, looking for best practices. Success improved when claims were performance based and when the search for alternatives was directed by agreed upon performance expectations. Success declined when claims and directions inadvertently limited search or framed the strategic choice as an action to be taken.

Keywords: Decision Making; Framing; Formulation (search for similar items in EconPapers)
Date: 1998
References: View references in EconPapers View complete reference list from CitEc
Citations: View citations in EconPapers (15)

Downloads: (external link)
http://dx.doi.org/10.1287/orsc.9.2.195 (application/pdf)

Related works:
This item may be available elsewhere in EconPapers: Search for items with the same title.

Export reference: BibTeX RIS (EndNote, ProCite, RefMan) HTML/Text

Persistent link: https://EconPapers.repec.org/RePEc:inm:ororsc:v:9:y:1998:i:2:p:195-216

Access Statistics for this article

More articles in Organization Science from INFORMS Contact information at EDIRC.
Bibliographic data for series maintained by Chris Asher ().