This book examines strategic executive decision-making. Using data collected over a seven-year period, the author describes how some 1,500 executives actually do make strategic decisions--and how reality differs substantially from theories about executive decision-making. The author identifies and explains the limitations of much of the current research in strategic decision-making. He then offers a rigorous alternative that reflects what actually happens when executives grapple with strategic decisions involving joint ...
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This book examines strategic executive decision-making. Using data collected over a seven-year period, the author describes how some 1,500 executives actually do make strategic decisions--and how reality differs substantially from theories about executive decision-making. The author identifies and explains the limitations of much of the current research in strategic decision-making. He then offers a rigorous alternative that reflects what actually happens when executives grapple with strategic decisions involving joint ventures, market entry, diversification, acquisitions, project selection, and long-term goals. Management Review This groundbreaking contribution to business literature examines executive decisionmaking behavior concerning corporate and competitive business strategy. In contrast to previous studies, Strategic Executive Decisions does not offer a prescription for executive decisionmaking. Rather, with the help of extensive data collected over a seven-year period, Stahl describes how some 1500 executives actually do make strategic decisions from the executives' self reports of their own priorities, showing how reality differs substantially from existing theories widely used to explain executive decisionmaking behavior. Required reading for students of management and finance, this book offers an important new methodological alternative to existing theoretical explanations of executive decisionmaking behavior. Based on the observed difference between theory and actual practice, Stahl identifies and explains the limitations of much of the current research in strategic decisionmaking. He goes on to offer a methodologically rigorous alternative that more closely reflects what actually happens when executives grapple with key decisions involving joint ventures, market entry, diversification, acquisitions, project selection, and long-term strategic goals. The bulk of the study is devoted to a detailed analysis of executive decisionmaking in practice. Stahl shows that the only reliable means of determining how strategic decisions are made is unbiased observation of several decisions followed by calculation of what is really important to the decisionmaker. Questionnaires or interviews with the executives, Stahl demonstrates, will often produce misleading information about how a particular decision was made.
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Add this copy of Strategic Executive Decisions: An Analysis of the to cart. $80.52, new condition, Sold by Ingram Customer Returns Center rated 5.0 out of 5 stars, ships from NV, USA, published 1989 by Praeger.
Add this copy of Strategic Executive Decisions: an Analysis of the to cart. $94.00, very good condition, Sold by Chapter 1 Books rated 5.0 out of 5 stars, ships from Johannesburg, SOUTH AFRICA, published 1989 by Quorum Books.
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Very Good in Very Good jacket. A previous owner has covered the jacket in a clear adhesive plastic layer, which has adhered the jacket to the boards of the book. While the protective layer has restored the appearance of the jacket, there is still evidence of a tear down the front of the jacket, as well as a crease along the top of the back. It is somewhat shelf-rubbed and edge worn, but the jacket remains glossy and vibrant. There is a small annotation in blue ink on the front-end page. The pages are crisp and clean. Overall, strongly bound and handsome.
Add this copy of Strategic Executive Decisions to cart. $96.64, new condition, Sold by Ria Christie Books rated 5.0 out of 5 stars, ships from Uxbridge, MIDDLESEX, UNITED KINGDOM, published 1989 by Praeger.
