Strategic Problem Formulation: Biases and Assumptions Embedded in Alternative Decision-Making Models

This article reviews the major theoretical approaches to strategic decision-making and identifies how each treats the process of problem formulation. Five models of strategic decision-making are analysed to determine the assumptions and biases made about strategic problem formulation. Successful str...

Full description

Saved in:

Bibliographic Details
Main Authors:	Lyles, M. A., Thomas, Howard
Format:	text
Language:	English
Published:	Institutional Knowledge at Singapore Management University 1988
Subjects:	Business Administration, Management, and Operations
Online Access:	https://ink.library.smu.edu.sg/lkcsb_research/3922
Tags:	Add Tag No Tags, Be the first to tag this record!
Institution:	Singapore Management University
Language:	English

id	sg-smu-ink.lkcsb_research-4921
record_format	dspace
spelling	sg-smu-ink.lkcsb_research-49212014-08-01T01:36:20Z Strategic Problem Formulation: Biases and Assumptions Embedded in Alternative Decision-Making Models Lyles, M. A. Thomas, Howard This article reviews the major theoretical approaches to strategic decision-making and identifies how each treats the process of problem formulation. Five models of strategic decision-making are analysed to determine the assumptions and biases made about strategic problem formulation. Successful strategic problem formulation is described and proposed as a beginning point for future research. Some constructs for further theory development are addressed. 1988-01-01T08:00:00Z text https://ink.library.smu.edu.sg/lkcsb_research/3922 info:doi/10.1111/j.1467-6486.1988.tb00028.x Research Collection Lee Kong Chian School Of Business eng Institutional Knowledge at Singapore Management University Business Administration, Management, and Operations
institution	Singapore Management University
building	SMU Libraries
continent	Asia
country	Singapore Singapore
content_provider	SMU Libraries
collection	InK@SMU
language	English
topic	Business Administration, Management, and Operations
spellingShingle	Business Administration, Management, and Operations Lyles, M. A. Thomas, Howard Strategic Problem Formulation: Biases and Assumptions Embedded in Alternative Decision-Making Models
description	This article reviews the major theoretical approaches to strategic decision-making and identifies how each treats the process of problem formulation. Five models of strategic decision-making are analysed to determine the assumptions and biases made about strategic problem formulation. Successful strategic problem formulation is described and proposed as a beginning point for future research. Some constructs for further theory development are addressed.
format	text
author	Lyles, M. A. Thomas, Howard
author_facet	Lyles, M. A. Thomas, Howard
author_sort	Lyles, M. A.
title	Strategic Problem Formulation: Biases and Assumptions Embedded in Alternative Decision-Making Models
title_short	Strategic Problem Formulation: Biases and Assumptions Embedded in Alternative Decision-Making Models
title_full	Strategic Problem Formulation: Biases and Assumptions Embedded in Alternative Decision-Making Models
title_fullStr	Strategic Problem Formulation: Biases and Assumptions Embedded in Alternative Decision-Making Models
title_full_unstemmed	Strategic Problem Formulation: Biases and Assumptions Embedded in Alternative Decision-Making Models
title_sort	strategic problem formulation: biases and assumptions embedded in alternative decision-making models
publisher	Institutional Knowledge at Singapore Management University
publishDate	1988
url	https://ink.library.smu.edu.sg/lkcsb_research/3922
_version_	1770571976851587072

Strategic Problem Formulation: Biases and Assumptions Embedded in Alternative Decision-Making Models

Similar Items