Strategic decision making in banks in Singapore
Using a survey methodology, we examined the relationship between strategic decision processes and organizational performance based on synoptic and incremental views of strategic decision making. A survey instrument was mailed to the senior managers of banks (including the CEO/MD/GM) in Singapore. Fi...
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| Main Authors: | , |
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| Other Authors: | |
| Format: | Final Year Project |
| Language: | English |
| Published: |
2013
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| Subjects: | |
| Online Access: | http://hdl.handle.net/10356/53002 |
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| Institution: | Nanyang Technological University |
| Language: | English |
| Summary: | Using a survey methodology, we examined the relationship between strategic decision processes and organizational performance based on synoptic and incremental views of strategic decision making. A survey instrument was mailed to the senior managers of banks (including the CEO/MD/GM) in Singapore. Fifty-seven managers from 49 banks responded. Findings suggest that strategic rationality or formal analysis which is much stressed in research and teaching in the strategic management field is perhaps detrimental to performance of fully-licensed banks in Singapore. Further, we found that bank managers rely on experience and judgment to a great extent in their decision making. Unfortunately, experience and judgment showed a negative correlation with performance. Finally, the dichotomization of formulation and implementation functions in strategic decision making affected performance of fully-licensed banks in Singapore adversely. |
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