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Strategic management of not-for-profit organizations

Molloy, Steve - In: The global business handbook : the eight dimensions of …, (pp. 337-349). 2009

Persistent link: https://www.econbiz.de/10003809642

Devil's advocacy in managerial decision-making

Schwenk, Charles R. - In: Journal of management studies : JMS 21 (1984) 2, pp. 153-168

Persistent link: https://www.econbiz.de/10001071753

The cognitive perspective on strategic decision making

Schwenk, Charles R. - In: Journal of management studies : JMS 25 (1988) 1, pp. 41-55

Persistent link: https://www.econbiz.de/10001044615

Information, cognitive biases, and commitment to a course of action

Schwenk, Charles R. - In: The Academy of Management review : AMR 11 (1986) 2, pp. 298-310

Persistent link: https://www.econbiz.de/10001014760

Conflict in organizational decision making : exploratory study of its effects in for-profit and not-for-profit organizations

Schwenk, Charles R. - In: Management science : journal of the Institute for … 36 (1990) 4, pp. 436-448

Persistent link: https://www.econbiz.de/10001083744

The cognitive perspective on strategic decision-making

Schwenk, Charles R. - In: Strategic human resource management : theory and practice, (pp. 78-90). 2005

Persistent link: https://www.econbiz.de/10003152191

Effects of planning aids and presentation media on performance and affective responses in strategic decision-making

Schwenk, Charles R. - In: Management science : journal of the Institute for … 30 (1984) 3, pp. 263-272

Persistent link: https://www.econbiz.de/10003676854

The essence of strategic decision making

Schwenk, Charles R. - 1988 - 1. [Dr.]

Persistent link: https://www.econbiz.de/10004061436

The essence of strategic decision making

Schwenk, Charles R. - 1988

Persistent link: https://www.econbiz.de/10013501935

Effects of Planning Aids and Presentation Media on Performance and Affective Responses in Strategic Decision-Making

Schwenk, Charles R. - In: Management Science 30 (1984) 3, pp. 263-272

The Dialectical Inquiry System (DIS) and the Devil's Advocate (DA) have been recommended as strategic decision-making aids and as improvements on the traditional expert (E) approach in which strategic decisions are based on preliminary analyses and proposals by staff experts. Previous research...

Persistent link: https://www.econbiz.de/10009208562