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Framing Strategic Decisions

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  • Paul C. Nutt

    (Fisher College of Business, The Ohio State University, Columbus, Ohio 43210)

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.

Suggested Citation

  • Paul C. Nutt, 1998. "Framing Strategic Decisions," Organization Science, INFORMS, vol. 9(2), pages 195-216, April.
    • Handle: RePEc:inm:ororsc:v:9:y:1998:i:2:p:195-216
    DOI: 10.1287/orsc.9.2.195
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    References listed on IDEAS

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    1. David B. Jemison, 1981. "Organizational versus environmental sources of influence in strategic decision making," Strategic Management Journal, Wiley Blackwell, vol. 2(1), pages 77-89, January.
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    5. Paul C. Nutt, 1993. "The Formulation Processes and Tactics Used in Organizational Decision Making," Organization Science, INFORMS, vol. 4(2), pages 226-251, May.
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    Cited by:

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