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Procedural Rationality In The Strategic Decision‐Making Process

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  • James W. Dean
  • Mark P. Sharfman

Abstract

Despite the central place of rationality in the organization theory, strategic management, and decision‐making literatures, we know relatively little about why some strategic decision‐making procedures are more rational than others. This question was addressed in a study of 57 strategic decisions in 24 companies, using a multiple‐informant, structured interview protocol. Results indicate that environmental competitive threat, perceived external control of the organization, and the uncertainty of the strategic issues being addressed are related to procedural rationality. Surprisingly, some of these relationships were in the opposite direction from our predictions. These results are interpreted within a framework that emphasizes the link between procedural rationality and managerial discretion.

Suggested Citation

  • James W. Dean & Mark P. Sharfman, 1993. "Procedural Rationality In The Strategic Decision‐Making Process," Journal of Management Studies, Wiley Blackwell, vol. 30(4), pages 587-610, July.
    • Handle: RePEc:bla:jomstd:v:30:y:1993:i:4:p:587-610
    DOI: 10.1111/j.1467-6486.1993.tb00317.x
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