Advanced Search

Journal Navigation

Journal Home

Subscriptions

Archive

Contact Us

Table of Contents

CiteULike is a free service for managing and discovering scholarly references - click here to get started.

Sign In to gain access to subscriptions and/or personal tools.
Journal of Management
This Article
Right arrow Full Text (PDF)
Right arrow References
Right arrow Alert me when this article is cited
Right arrow Alert me if a correction is posted
Services
Right arrow Email this article to a friend
Right arrow Similar articles in this journal
Right arrow Similar articles in Web of Science
Right arrow Alert me to new issues of the journal
Right arrow Add to Saved Citations
Right arrow Download to citation manager
Right arrowRequest Permissions
Right arrow Request Reprints
Right arrow Add to My Marked Citations
Citing Articles
Right arrow Citing Articles via HighWire
Right arrow Citing Articles via Web of Science (9)
Right arrow Citing Articles via Google Scholar
Right arrow Citing Articles via Scopus
Google Scholar
Right arrow Articles by Wolfe, J.
Right arrow Articles by Jackson, C.
Right arrow Search for Related Content
Social Bookmarking
Add to CiteULike   Add to Complore   Add to Connotea   Add to Del.icio.us   Add to Digg   Add to Reddit   Add to Technorati   Add to Twitter  
What's this?

Creating Models of the Strategic Decision Making Process Via Participant Recall: A Free Simulation Examination

Joseph Wolfe

Conrad Jackson

University of Tulsa

Numerous models have attempted to explain the strategic decisionmaking process. Most of these models have used participant recall as their data base. Several theoretical arguments are cited regarding the potential invalidity ofparticipant recall data. The results of afree simulation study demonstrate a severe lack of agreement among participants about the nature and details of their own strategic decisions. Recallfidelity increased with deeper levels of detail, with an attendant loss in information comprehensiveness. A distinction was made between a lack of agreement arising from failures to remember elements mentioned by another decision maker and disagreements which occurred when each person remembered afact or event differently.

Journal of Management, Vol. 13, No. 1, 123-134 (1987)
DOI: 10.1177/014920638701300110
Add to CiteULike CiteULike   Add to Complore Complore   Add to Connotea Connotea   Add to Del.icio.us Del.icio.us   Add to Digg Digg   Add to Reddit Reddit   Add to Technorati Technorati   Add to Twitter Twitter    What's this?


This article has been cited by other articles:


Home page
 Journal of Career DevelopmentHome page
J.I. Stoker and B.I.J.M. Van der Heijden
Competence Development and Appraisal in Organizations
Journal of Career Development, January 1, 2001; 28(2): 97 - 113.
[Abstract] [PDF]

Home page
 Organizational Research MethodsHome page
D. H. Doty and W. H. Glick
Common Methods Bias: Does Common Methods Variance Really Bias Results?
Organizational Research Methods, October 1, 1998; 1(4): 374 - 406.
[Abstract]

Home page
 Journal of ManagementHome page
N. Rajagopalan, A. M. A. Rasheed, and D. K. Datta
Strategic Decision Processes: Critical Review and Future Directions
Journal of Management, April 1, 1993; 19(2): 349 - 384.
[Abstract] [PDF]