The Dynamics of Strategic Decision-Making

Using Updated Information from the Frontline

    Research output: Contribution to conferencePaperResearchpeer-review

    Abstract

    Effective strategy-making in turbulent industries needs current insights that can inform ongoing decisions around adaptive strategic moves. Frontline employees involved in the daily business transactions are the first to see the subtle changes not otherwise observed by top managers. Top management with dominant logics anchored in previous business contexts usually receive updated information from performance reports for prior periods. All the while, we discern a human inclination linked to the position of power where managers subconsciously discard updated information from frontline employees. We present an experiment to investigate these effects and discuss the implications for strategic response capabilities among firms.
    Original languageEnglish
    Publication date2016
    Number of pages21
    Publication statusPublished - 2016
    EventSMS Special Conference Rome: Strategy Challenges in the 21st Century: Innovation, Entrepreneurship and Coopetition - LUISS Business School, Rom, Italy
    Duration: 5 Jun 20167 Jun 2016
    https://strategicmanagement.net/rome2016/overview/overview

    Conference

    ConferenceSMS Special Conference Rome
    LocationLUISS Business School
    CountryItaly
    CityRom
    Period05/06/201607/06/2016
    Internet address

    Keywords

    • Dominant logics
    • Dynamic responses
    • Frontline information
    • Power biases
    • Strategic adaptation Strategic response capabilities

    Cite this

    Andersen, T. J., Bresser, R. K. F., & Hallin, C. A. (2016). The Dynamics of Strategic Decision-Making: Using Updated Information from the Frontline. Paper presented at SMS Special Conference Rome, Rom, Italy.
    Andersen, Torben Juul ; Bresser, Rudi K. F. ; Hallin, Carina Antonia. / The Dynamics of Strategic Decision-Making : Using Updated Information from the Frontline. Paper presented at SMS Special Conference Rome, Rom, Italy.21 p.
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    keywords = "Dominant logics, Dynamic responses, Frontline information, Power biases, Strategic adaptation Strategic response capabilities, Dominant logics, Dynamic responses, Frontline information, Power biases, Strategic adaptation Strategic response capabilities",
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    Andersen, TJ, Bresser, RKF & Hallin, CA 2016, 'The Dynamics of Strategic Decision-Making: Using Updated Information from the Frontline' Paper presented at, Rom, Italy, 05/06/2016 - 07/06/2016, .

    The Dynamics of Strategic Decision-Making : Using Updated Information from the Frontline. / Andersen, Torben Juul; Bresser, Rudi K. F.; Hallin, Carina Antonia.

    2016. Paper presented at SMS Special Conference Rome, Rom, Italy.

    Research output: Contribution to conferencePaperResearchpeer-review

    TY - CONF

    T1 - The Dynamics of Strategic Decision-Making

    T2 - Using Updated Information from the Frontline

    AU - Andersen, Torben Juul

    AU - Bresser, Rudi K. F.

    AU - Hallin, Carina Antonia

    PY - 2016

    Y1 - 2016

    N2 - Effective strategy-making in turbulent industries needs current insights that can inform ongoing decisions around adaptive strategic moves. Frontline employees involved in the daily business transactions are the first to see the subtle changes not otherwise observed by top managers. Top management with dominant logics anchored in previous business contexts usually receive updated information from performance reports for prior periods. All the while, we discern a human inclination linked to the position of power where managers subconsciously discard updated information from frontline employees. We present an experiment to investigate these effects and discuss the implications for strategic response capabilities among firms.

    AB - Effective strategy-making in turbulent industries needs current insights that can inform ongoing decisions around adaptive strategic moves. Frontline employees involved in the daily business transactions are the first to see the subtle changes not otherwise observed by top managers. Top management with dominant logics anchored in previous business contexts usually receive updated information from performance reports for prior periods. All the while, we discern a human inclination linked to the position of power where managers subconsciously discard updated information from frontline employees. We present an experiment to investigate these effects and discuss the implications for strategic response capabilities among firms.

    KW - Dominant logics

    KW - Dynamic responses

    KW - Frontline information

    KW - Power biases

    KW - Strategic adaptation Strategic response capabilities

    KW - Dominant logics

    KW - Dynamic responses

    KW - Frontline information

    KW - Power biases

    KW - Strategic adaptation Strategic response capabilities

    M3 - Paper

    ER -

    Andersen TJ, Bresser RKF, Hallin CA. The Dynamics of Strategic Decision-Making: Using Updated Information from the Frontline. 2016. Paper presented at SMS Special Conference Rome, Rom, Italy.