Change search
CiteExportLink to record
Permanent link

Direct link
Cite
Citation style
  • apa
  • harvard1
  • ieee
  • modern-language-association-8th-edition
  • vancouver
  • Other style
More styles
Language
  • de-DE
  • en-GB
  • en-US
  • fi-FI
  • nn-NO
  • nn-NB
  • sv-SE
  • Other locale
More languages
Output format
  • html
  • text
  • asciidoc
  • rtf
Toward a sensed decision-making approach
Jönköping University, Jönköping International Business School, JIBS, ESOL (Entrepreneurship, Strategy, Organization, Leadership).
2010 (English)In: Management Decision, ISSN 0025-1747, E-ISSN 1758-6070, Vol. 48, no 1, p. 132-155Article in journal (Refereed) Published
Abstract [en]

Purpose – To call attention to the relative neglect in strategic decision-making research to include a sense dimension, proposing a broadened conceptualization of strategic decision-making that accounts for the processes through which managers generate sense when exposed to turbulence in their environments.

Design – Based on scholarly writing and empirical-oriented examples, the paper illustrates how managers cope with unusual and unexpected situations, and discusses fruitful directions for future research.

Findings – When faced with turbulence, managers generate and communicate sense through believing in and arguing for a certain course of action, and through meeting talk and interaction that entwine with emotions. The focus on both retrospective and prospective orientation of action unfolds a sense dimension integral to which are belief and emotion.

Research implications – Important questions for future research concern the role ‘plausibility’ plays in strategic action, the relationship between retrospective and prospective orientation of action, and the information conveyed by emotions.

Practical implications – The paper could contribute to an increased awareness among practitioners that they can act effectively when coping with turbulence simply by making plausible sense, and encourage reconciliation between calculative rationality and emotion, in practice promoting their complementarity.

Originality/value – The paper affords a broadened conceptualization of strategic decision-making through interrelating scholarly writing on strategic decision-making, sense-making and emotion. It also draws inspiration from Polanyi’s (1966) work on tacit dimension and knowing, furthering an understanding of how retrospective and prospective orientation unfold in connection with a tacit relation, constituting a so-called sense-made reality.

Place, publisher, year, edition, pages
2010. Vol. 48, no 1, p. 132-155
Keywords [en]
strategic decision-making, manager, turbulence, sense-making, belief, emotion, tacit relation
National Category
Business Administration
Identifiers
URN: urn:nbn:se:hj:diva-11430DOI: 10.1108/00251741011014490OAI: oai:DiVA.org:hj-11430DiVA, id: diva2:288590
Available from: 2010-01-21 Created: 2010-01-21 Last updated: 2017-12-12Bibliographically approved

Open Access in DiVA

No full text in DiVA

Other links

Publisher's full text

Authority records BETA

Ericson, Mona

Search in DiVA

By author/editor
Ericson, Mona
By organisation
JIBS, ESOL (Entrepreneurship, Strategy, Organization, Leadership)
In the same journal
Management Decision
Business Administration

Search outside of DiVA

GoogleGoogle Scholar

doi
urn-nbn

Altmetric score

doi
urn-nbn
Total: 228 hits
CiteExportLink to record
Permanent link

Direct link
Cite
Citation style
  • apa
  • harvard1
  • ieee
  • modern-language-association-8th-edition
  • vancouver
  • Other style
More styles
Language
  • de-DE
  • en-GB
  • en-US
  • fi-FI
  • nn-NO
  • nn-NB
  • sv-SE
  • Other locale
More languages
Output format
  • html
  • text
  • asciidoc
  • rtf