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 :
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