Advanced Search

Journal Navigation

Journal Home

Subscriptions

Archive

Contact Us

Table of Contents

Click here for more information

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
Right arrow Citation Map
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 (10)
Right arrow Citing Articles via Google Scholar
Right arrow Citing Articles via Scopus
Google Scholar
Right arrow Articles by Brouthers, K. D.
Right arrow Articles by Werner, S.
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?

Influences on Strategic Decision-making in the Dutch Financial Services Industry

Keith D. Brouthers

University of East London

Lance Eliot Brouthers

University of Texas at San Antonio

Steve Werner

University of Houston

Following recommendations by Rajagopalan, Rasheed, and Datta (1993) and Schwenk (1995), this study attempts to extend what is known about integrative models of strategic decision-making by examining decision-making variable interactions in a field study of non-North American managers. We find some evidence to support the use of integrative models and variable interaction. We also find that some previous results seem to generalize to our Dutch setting, whereas others do not. The study concludes by noting that: (1) integrating multiple perspectives (environmental-based decision-making and managerial characteristics) and including variable interactions enhances what we know about the strategic decision-making process; and (2) much more research is needed before knowing which aspects of strategic decisionmaking can be generalized and which cannot.

Journal of Management, Vol. 26, No. 5, 863-883 (2000)
DOI: 10.1177/014920630002600506
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 ManagementHome page
K. D. Brouthers and J.-F. Hennart
Boundaries of the Firm: Insights From International Entry Mode Research
Journal of Management, June 1, 2007; 33(3): 395 - 425.
[Abstract] [PDF]

Home page
 Journal of ManagementHome page
T. Hutzschenreuter and I. Kleindienst
Strategy-Process Research: What Have We Learned and What Is Still to Be Explored
Journal of Management, October 1, 2006; 32(5): 673 - 720.
[Abstract] [PDF]

Home page
 LeadershipHome page
K. Pajunen
The More Things Change, the More They Remain the Same? Evaluating Strategic Leadership in Organizational Transformations
Leadership, August 1, 2006; 2(3): 341 - 366.
[Abstract] [PDF]