Reconsidering the strategic implications of decision comprehensiveness

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Abstract

A key question in strategy is whether comprehensiveness enables firms to make better strategic decisions in various environments. I identify two problems hindering efforts to answer this question: past studies have generally theorized about a different dependent variable than they have measured, and they have conflated the concepts of uncertainty, ambiguity, and instability in accounting for environmental moderation. I then reframe the question and propose ways of characterizing organizational information environments so researchers can identify more precisely those real-world contexts across which the value of comprehensiveness varies. Copyright of the Academy of Management, all rights reserved.

Original languageEnglish (US)
Pages (from-to)361-376
Number of pages16
JournalAcademy of Management Review
Volume32
Issue number2
DOIs
StatePublished - Apr 2007

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