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Strategic Decisions Made By Top Executives And Middle Managers With Data And Process Dominant Styles

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  • Paul C. Nutt

Abstract

The influence of a manager's decision style in strategic decision‐making is explored using simulations. The Jungian style classification is extended to identify ‘data and process dominant’ styles of decision‐making. Managers with process dominant styles can use several types of data and managers with data dominant styles can apply various modes of data processing. Both the expanded and the traditional definitions of style are used as factors to explain how 79 top executives and 89 middle managers rated project simulations. Decision style is found to be a key factor in explaining the likelihood of taking strategic action and the risk seen in this action. Decisions made by top executives are more style dependent than those of middle managers. The extended definition of style reveals more about the preferences of top executives than traditional style categories.

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  • Paul C. Nutt, 1990. "Strategic Decisions Made By Top Executives And Middle Managers With Data And Process Dominant Styles," Journal of Management Studies, Wiley Blackwell, vol. 27(2), pages 173-194, March.
    • Handle: RePEc:bla:jomstd:v:27:y:1990:i:2:p:173-194
    DOI: 10.1111/j.1467-6486.1990.tb00759.x
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    Cited by:

    1. M. Knockaert & M. Der Foo & T. Erikson, 2011. "Determinants of entrepreneurs’ growth intentions. A cognitive style perspective," Working Papers of Faculty of Economics and Business Administration, Ghent University, Belgium 11/720, Ghent University, Faculty of Economics and Business Administration.
    2. Matteo Cristofaro, 2016. "Cognitive styles in dynamic decision making: a laboratory experiment," International Journal of Management and Decision Making, Inderscience Enterprises Ltd, vol. 15(1), pages 53-82.
    3. Desai Tejas A & Sharda, Kirti, 2009. "Understanding the "Business Type": A Comparitive Analysis of Management Students and Business Executives," IIMA Working Papers WP2009-11-03, Indian Institute of Management Ahmedabad, Research and Publication Department.
    4. Gianpaolo Abatecola & Gabriele Mandarelli & Sara Poggesi, 2013. "The personality factor: how top management teams make decisions. A literature review," Journal of Management & Governance, Springer;Accademia Italiana di Economia Aziendale (AIDEA), vol. 17(4), pages 1073-1100, November.
    5. Sebastian Kruse & David Bendig & Malte Brettel, 2023. "How Does CEO Decision Style Influence Firm Performance? The Mediating Role of Speed and Innovativeness in New Product Development," Journal of Management Studies, Wiley Blackwell, vol. 60(5), pages 1205-1235, July.
    6. Lowell W. Busenitz & Chung-Ming Lau, 1996. "A Cross-Cultural Cognitive Model of New Venture Creation," Entrepreneurship Theory and Practice, , vol. 20(4), pages 25-40, July.
    7. L A Franco & M Meadows, 2007. "Exploring new directions for research in problem structuring methods: on the role of cognitive style," Journal of the Operational Research Society, Palgrave Macmillan;The OR Society, vol. 58(12), pages 1621-1629, December.
    8. Noble, Charles H., 1999. "The Eclectic Roots of Strategy Implementation Research," Journal of Business Research, Elsevier, vol. 45(2), pages 119-134, June.

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