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Is comprehensiveness in making strategic decisions always helpful?

Author

Listed:
  • Sasanka Sekhar Chanda

    (Strategic Management department, Indian Institute of Management Indore, Indore, India)

  • Sougata Ray

    (Strategy and Entrepreneurship Department, Indian School of Business, Hyderabad, India)

Abstract

Extant research provides incongruous answers to the question whether higher comprehensiveness in making strategic decisions is always desirable. To motivate a resolution, we study outcomes of decision-comprehensiveness by modeling strategic decision-making as an emergent process, accomplished through learning by managers over time for organizations focusing on exploration or exploitation, over short or long time horizons, in stable and changing environments. Three out of the eight resultant scenarios favor higher comprehensiveness, and two favor lower comprehensiveness. The remaining three scenarios call for a more nuanced consideration of the comprehensiveness construct. Our research enriches managerial decision-making by highlighting circumstances where higher comprehensiveness is beneficial or detrimental to the quality of a strategic decision. JEL Classification: D70, D81, D91

Suggested Citation

  • Sasanka Sekhar Chanda & Sougata Ray, 2025. "Is comprehensiveness in making strategic decisions always helpful?," Australian Journal of Management, Australian School of Business, vol. 50(4), pages 1011-1036, November.
    • Handle: RePEc:sae:ausman:v:50:y:2025:i:4:p:1011-1036
    DOI: 10.1177/03128962231201497
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    JEL classification:

    • D70 - Microeconomics - - Analysis of Collective Decision-Making - - - General
    • D81 - Microeconomics - - Information, Knowledge, and Uncertainty - - - Criteria for Decision-Making under Risk and Uncertainty
    • D91 - Microeconomics - - Micro-Based Behavioral Economics - - - Role and Effects of Psychological, Emotional, Social, and Cognitive Factors on Decision Making

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