DocumentCode
2878480
Title
Consequences of centralized strategic decision making in high technology firms
Author
Jones, R.E. ; Jacobs, L.W.
Author_Institution
Wyoming Univ., Casper, WY, USA
fYear
1991
fDate
27-31 Oct 1991
Firstpage
737
Lastpage
741
Abstract
A model which focuses on the consequences of centralized strategic decision making in high-tech firms has been developed and tested. The model links centralization to other organizational attributes. This model is tested using a sample of firms in the computer hardware manufacturing and aerospace industries. It is proposed that centralized strategic decision making will result in a closed system perspective, internal political struggles, and poor firm performance. Generalizations of the model to nonhigh-tech organizations and the implications for management are discussed
Keywords
DP industry; aerospace industry; management; aerospace industry; centralized strategic decision making; closed system perspective; computer hardware manufacturing; high technology firms; Aerodynamics; Computer aided manufacturing; Control systems; Decision making; Educational institutions; Game theory; Jacobian matrices; Open systems; Testing; Uncertainty;
fLanguage
English
Publisher
ieee
Conference_Titel
Technology Management : the New International Language
Conference_Location
Portland, OR
Print_ISBN
0-7803-0161-7
Type
conf
DOI
10.1109/PICMET.1991.183786
Filename
183786
Link To Document