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The Seasoned Executive's Decision-Making Style - Top executives approach decision making in a way that is nearly opposite that of first-level supervisors, new research shows. Failing to develop new decision skills or clinging to old habits as you progress in your career spells trouble.

Brousseau, Kenneth R.; Driver, Michael J.; Hourihan, Gary; … - In: Harvard business review : HBR (2006), pp. 110-121

Persistent link: https://www.econbiz.de/10005918247

Acquisitions : the process can be a problem

Jemison, David B. - In: Harvard business review : HBR 64 (1986) 2, pp. 107-116

Persistent link: https://www.econbiz.de/10001007591

The stretch goal paradox

Sitkin, Sim B.; Miller, C. Chet; See, Kelly E. - In: Harvard business review : HBR 95 (2017) 1, pp. 92-99

Persistent link: https://www.econbiz.de/10011632682

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