Yes / Based on Herbert Simon's conceptualization of bounded rationality, this study develops and tests an integrative model of the strategic decision-making process (SDMP) and outcomes in public organizations. The model integrates different SDMP dimensions—procedural rationality, intuition, participation, and constructive politics—and examines their impacts on the successful implementation of strategic decisions. Additionally, it analyzes the influence of implementation on the overall outcomes of strategic decisions. The model was tested with multi-source data on 170 strategic decisions collected from senior executives working in 38 public organizations in Qatar—a context in which studies on decision-making are rare. With the exception of intuition, this study shows a positive impact of all SDMP dimensions on the successful implementation and outcomes of strategic decisions. Successful implementation fully mediates the relationships between procedural rationality, participation, and constructive politics and the outcomes of strategic decision.
| Identifer | oai:union.ndltd.org:BRADFORD/oai:bradscholars.brad.ac.uk:10454/18696 |
| Date | 14 December 2021 |
| Creators | Al-Hashimi, K., Weerakkody, Vishanth J.P., Elbanna, S., Schwarz, G. |
| Source Sets | Bradford Scholars |
| Language | English |
| Detected Language | English |
| Type | Article, Accepted manuscript |
| Rights | © 2022 Wiley. This is the peer-reviewed version of the following article: Al-Hashimi K, Weerakkody VJP, Elbanna S et al (2022) Strategic Decision-Making and Implementation in Public Organizations in the Gulf Cooperation Council: The Role of Procedural Rationality. Public Administration Review 82(5): 905-919, which has been published in final form at https://doi.org/10.1111/puar.13447. This article may be used for non-commercial purposes in accordance with Wiley Terms and Conditions for Self-Archiving. |
Page generated in 0.0048 seconds