HOW ORGANIZATIONS CAN OVERBALANCE - DECISION OVERREACH AS A REASON FOR FAILURE

Authors
WILSON DC HICKSON DJ MILLER S
Citation
Dc. Wilson et al., HOW ORGANIZATIONS CAN OVERBALANCE - DECISION OVERREACH AS A REASON FOR FAILURE, American behavioral scientist, 39(8), 1996, pp. 995-1010
Citations number
45
Categorie Soggetti
Psycology, Clinical","Social, Sciences, Interdisciplinary",Psychology
Journal title
American behavioral scientist → ACNP
ISSN journal
00027642
Volume
39
Issue
8
Year of publication
1996
Pages
995 - 1010
Database
ISI
SICI code
0002-7642(1996)39:8<995:HOCO-D>2.0.ZU;2-I
Abstract
A special case of the big bad decision is identified. It is called dec ision overreach. Two separate elements constitute overreach, namely, d isproportionality and irreversibility. Four conditions seem to dispose managers to take decisions that are disproportionate and irreversible . These are small size of firm, relatively short duration of decision process, a lack of foresight, and over familiarity with products and m arkers. The data are drawn from U.K. manufacturing organizations.