опыт трансформации старопромышленных городов / dis3778
.pdfAPPENDIX
Appendix I: Summary of comprehesiveness-performance research
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Moderating factors examined |
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Unit of analysis |
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Environment-specific |
Firm-specific |
Decision-specific |
Decision-maker specific |
Firm |
Individual |
Decision |
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|
|
Miller (2008) |
X |
- |
- |
- |
X |
- |
- |
Elbanna and Child (2007a) |
X |
X |
X |
X |
- |
- |
X |
Forbes (2005)1 |
- |
- |
- |
- |
- |
X |
- |
Atuahene-Gima and Li (2004) |
X |
- |
- |
- |
X |
- |
- |
Walters and Bhuian (2004) |
X |
- |
- |
- |
X |
- |
- |
Hough and White (2003) |
X |
- |
- |
- |
- |
- |
X |
Morgan and Strong (2003)2 |
- |
- |
- |
- |
X |
- |
- |
Covin et al. (2001) |
X |
- |
- |
- |
X |
- |
- |
Flynn and Forman (2001) |
- |
X |
X |
- |
X |
- |
- |
Simons et al. (1999)3 |
- |
- |
- |
- |
X |
- |
- |
Nutt (1998) |
- |
- |
- |
- |
- |
- |
X |
Papadakis (1998) |
- |
- |
- |
- |
X |
- |
|
Goll and Rasheed (1997) |
X |
- |
- |
- |
X |
- |
- |
Dean and Sharfman (1996) |
X |
- |
- |
- |
- |
- |
X |
Priem et al. (1995) |
X |
- |
- |
- |
X |
- |
- |
Priem (1994) |
- |
- |
- |
X |
X |
- |
- |
Glick et al. (1993) |
X |
- |
- |
- |
X |
- |
- |
Fredrickson and Iaquinto (1989) |
X |
- |
- |
- |
X |
- |
- |
Bourgeois and Eisenhardt(1988) |
X |
- |
- |
- |
X |
- |
- |
Smith et al. (1988) |
- |
X |
- |
- |
X |
- |
- |
Fredrickson (1984) |
X |
- |
- |
- |
X |
- |
- |
Fredrickson and Mitchell (1984) |
X |
- |
- |
- |
X |
- |
- |
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14 |
3 |
2 |
2 |
17 |
1 |
4 |
1Forbes (2005) examined the effects of comprehensive decision making on entrepreneurial self-efficacy in internet ventures. While the relevant environment can be considered dynamic according the definition of Bourgeois and Eisenhardt (1988), the moderating role of the environment on the comprehensiveness-performance relationship was not directly analyzed.
2Morgan and Strong (2003) examined the effects of comprehensive decision making on performance in high-tech industries. While the relevant environment can be considered dynamic according the definition of Bourgeois and Eisenhardt (1988), the moderating role of the environment on the comprehensiveness-performance relationship was not directly analyzed.
3In their study on the impact of diversity and debate on comprehensiveness and performance, Simons et al. (1999) looked at comprehensiveness primarily as a mediator on the impact TMT diversity and debate have on performance.
Appendix II. List of measurement items
Variable |
Items |
Scale |
Source |
Alpha |
Comprehensiveness |
1. Managers held regular meetings with a pre-specified agenda to discuss |
|
(7-point Likert-type scale) |
the strategic decision. |
|
|
2. |
Managers made systematic use of external sources (e.g., industry reports, |
|
analyst reports, journals) in making this strategic decision. |
|
|
3. |
Managers relied on historical data review and past deal statistics when |
|
making the strategic decision. |
|
|
4. |
Managers involved in the decision-making process used quantitative |
|
analytic techniques (e.g., NPV-IRR methods, detailed cost analysis, |
|
|
scenario analysis) in making the strategic decision. |
|
|
5. |
Alternative options were considered and analyzed before going with |
|
the strategic decision. |
|
|
6. |
Managers involved in the decision-making process considered the actual |
|
probability of failure for each decision option. |
|
|
7. |
Standardized strategic or financial criteria (e.g., acquirer/target/ partner |
|
similarity, price range, financial indicators and target rates) were used for |
|
|
eliminating alternative options to the strategic decision. |
1 = to no extent, 7 = to a very great extent
Dean et al., 1993; |
0.72 |
Fredrickson, 1984; Miller et al., 1998; Papadakis, 1998; Talaulicar et al., 2005
Problem-solving dissent 1. There was disagreement between managers during the decision-making (7-point Likert-type scale) process about whether the strategic decision was the best way to ensure the
firm’s long term profitability.
2. There was disagreement between managers during the decision-making process about whether the selected course of action was the best one.
1 = to no extent, 7 = to a very great extent
Ideas drawn from: |
0.83 |
Butler et al., 1991; Eisenhardt and Bourgeois, 1988; Papadakis et al., 1998
Deal Performance |
Please, assess the strategic decision made by the company on |
1 = very unsuccessful, |
7 Ideas drawn from: |
0.85 |
|
(7-point Likert-type scale) |
each of the following criteria (up to now): |
= very successful |
Khatri and Ng, 2000; |
|
|
|
1. |
Revenue objectives |
|
Elbanna et al., 2007b; |
|
|
2. |
Budget objectives |
|
Walter et al., 2007 |
|
|
3. |
Efficiency objectives |
|
|
|
|
|
|
|
|
|
|
|
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|
|
|
75
Appendix III: Results of confirmatory factor analysis |
|
|
Item |
Factor |
|
Comprehensiveness |
Problem-solving dissent |
|
Extensiveness of scheduled meetings |
0.63** |
-0.10 |
Systematic use of external resources |
0.57** |
0.01 |
Review of historical data and deal statistics |
0.41** |
-0.17 |
Use of quantative analytique techniques |
0.62** |
0.17 |
Consideration of alternative options |
0.68** |
0.13 |
Use of standard strategic and financial criteria |
0.77** |
-0.01 |
Consideration of outcome probabilities |
0.59** |
-0.00 |
Agreement on objectives sought |
0.05 |
0.93** |
Agreement on selected course of action |
-0.03 |
0.93** |
Eigenvalue |
2.10 |
1.40 |
Percentage of variance explained |
0.55 |
0.36 |
Cumulative percentage of variance explained |
0.55 |
0.91 |
* p < 0.10; ** p < 0.05; *** p < 0.001 |
|
|
76
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