Abstract
How do executive teams make rapid decisions in the high-velocity microcomputer
industry? This inductive study of eight microcomputer firms led to
propositions exploring that question. Fast decision makers use more,
not less, information than do slow decision makers. The former also
develop more, not fewer, alternatives, and use a two-tiered advice
process. Conflict resolution and integration among strategic decisions
and tactical plans are also critical to the pace of decision making.
Finally, fast decisions based on this pattern of behaviors lead to
superior performance.
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