Decision comprehensiveness and the outcomes of firms: Reinterpreting and extending a recent meta-analysis

Abstract

Disagreement and debate are the lifeblood of any scientific field. With that truth in mind, we express our disagreement with some of the conclusions drawn by Samba et al. in a generally well-conducted meta-analysis recently published in Strategic Organization. We carefully reexamine several aspects of their study and suggest that two of their key conclusions are flawed because of misinterpretations of data and analyses. We present new findings that call into question their conclusion that observed positive relationships between decision comprehensiveness and firm outcomes are likely a methodological artifact of researchers’ use of subjective outcome measures. In addition, we question Samba et al.’s conclusion regarding the unimportance of proper lag structures in assessments of comprehensiveness and outcomes. Because meta-analyses are vital tools for consolidating and extending research, our work is important for informing future directions of both science and practice. Because the value of systematic, extensive decision processes has been the focus of a decades-long debate in organizational science and strategic management, our goal is particularly important.

Digital marketing innovation and firm performance: the role of decision-making comprehensiveness in dynamic environments

“…Second, we outline several attentional processes that occur during a period of disruption. Attentional processes in the executive suite are prone to time compression, where higher decision comprehensiveness offers pronounced benefits in stable contexts, not in dynamic environments (Heavey et al ., 2009; Miller and McKee, 2020). Our study then expands on Magistretti et al .…”