Strategic issue diagnosis by top management teams: A multiple-agent model

Kent D. Miller, Shu Jou Lin*

*此作品的通信作者

研究成果: 雜誌貢獻期刊論文同行評審

摘要

This study proposes an explanation for the accuracy of top management teams’ diagnoses of strategic issues. Key determinants are the number of members on the management team, as well as the span of managers’ attention and its allocation to the environment and to other managers. Depending on the nature of the issues faced, managers who reason analogically from past experience to draw inferences about current strategic issues may arrive at accurate or inaccurate diagnoses. We specify and analyze a multiple-agent model that encompasses individual, top management team, and context characteristics relevant to classifying strategic issues as opportunities or threats based on learning from experience. Results from our model indicate that attending to the environment improves the accuracy of strategic issue diagnoses, whereas attending to other managers’ inferences proves detrimental. Adding members can enhance issue diagnosis accuracy for a team that makes decisions according to majority-rule voting, despite leaving the accuracy of individual managers’ diagnoses unchanged.

原文英語
期刊Strategic Organization
DOIs
出版狀態接受/付印 - 2021

ASJC Scopus subject areas

  • 商業與國際管理
  • 教育
  • 勞資關係
  • 策略與管理

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