Important Dimensions of Strategic Issues: Separating the Wheat From the Chaff*

Dutton, Jane E.; Walton, Eric J.; Abrahamson, Eric

doi:10.1111/j.1467-6486.1989.tb00735.x

Cited by 107 publications

(87 citation statements)

References 26 publications

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“…Dutton et al (1989) empirical study has also shown how relationships, or "linkages," among issues are an element which strongly influences decisions in organizations. Figure 2 below illustrates these interwoven streams of issues and how decisions (the arrows in the figure below) happen to come out of the decisionmaking flow.…”

Section: A New Model Of Investment Decision Makingmentioning

confidence: 99%

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Investment in energy efficiency: do the characteristics of investments matter?

2012

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"Investment in energy efficiency: do the characteristics of firms matter?" In their famous 1998 paper, DeCanio and Watkins raised the question and answered it affirmatively. Our paper addresses a parallel question: "Investment in energy efficiency: do the characteristics of investments matter?" To answer this question, we first describe our new investment decision-making model, applicable to all investment types. We then discuss our research results, based on questionnaires submitted to finance managers of 35 major electricity consumers in various commercial and industrial sectors. We show how characteristics other than profitability play an important role in investment choices. The investment category influences profitability evaluation, profitability requirement, and, ultimately, the decision made. For half of the firms in our study, energy-efficiency investments did not exist as a category. However, wide diversity regarding investment behavior is observed between firms. Our findings lead to a different explanation of the energyefficiency gap and open the way for a new approach to promoting energy-efficiency investments, which is briefly discussed in the conclusion.

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Section: A New Model Of Investment Decision Makingmentioning

confidence: 99%

“…This is the stance of our paper. Based on the Dutton et al (1989) conceptual framework, characteristics of an investment decision can be classified into two categories: analytic characteristics and content characteristics. Analytic and content characteristics determine investment strategic character.…”

Section: Introductionmentioning

confidence: 99%

Investment in energy efficiency: do the characteristics of investments matter?

2012

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“…This interpretive view of managerial decision making has been elaborated by a number of scholars (e.g. Weick, 1979;Dutton et al, 1989;Cowan, 1990) and has been specifically developed, as applying to how and why managers construct opportunities, in Dutton (1990). Dutton (1990) posits that organizational actions are based on interpretations (Pondy and Mitroff, 1979;Dutton and Duncan, 1987;Ginsberg, 1990;Isabella, 1990).…”

Section: The History Of Opportunity In Strategymentioning

confidence: 99%

A brief history of the idea of opportunity

Gartner

Teague

Baker

et al. 2017

Research Handbook on Entrepreneurial Opportunities

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“…The perspective underscores the interpersonal dynamics and social forces at work in creating, bounding and labeling issues in an organizational context. Although current work in the area of management cognition recognizes the critical role of interpretation processes in strategy formulation (e.g., Dutton, Walton & Abrahamson, 1989;Dutton & Jackson, 1987;Keisler & Sproull, 1982;Lyles & Mitroff, 1980;Thomas and McDaniels, 1990;Schwenk, 1988;Stubbart, 1989;Walsh, 1988), these treatments typically underplay the roles of interpersonal influence and impression management processes initiated by those outside of top management. In contrast, a focus on issue selling puts these processes at center stage in explaining organizational action.…”

Section: Theoretical Groundingmentioning

confidence: 99%

Principals of Design for High Performing Organizations: A Suggested Research Program. Appendixes

Osborn¹

1994

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Pumse rsoortsng butran tor this cOletion Of Information s etematto avff , hour rmeonw. If icludNo the time for iuwo g mnsttumtcnt earctlng e,•utng oat. sourca. Approved for public release; distribution is unlimited. ABSTRACT (Maximum 200 words)This is the second report in a series of three to identify useful directions for future research on military organization design. The first established a baseline of what is known from the published literature.This report focuses on the areas that are "cutting edge," as identified by established and emerging scholars in this field.It provides in an extensive appendix the outline of research projects that, if conducted, would probably lead to a new technology of design for high performance organizations.It is based on a model that integrates consideration of the environment, the systems context, the structure, and emergent systems (leadership, learning, culture, and innovation, among others).Causal mechanisms include rationality, power/control dynamics, institutional processes, and individual enhancement needs.Six broad research areas are (1) design of high performing organizations in turbulent settings, (2) designs to implement strategy, (3) design robustness under changing systems contexts, (4) accommodation of apparently conflicting desired outcomes, (5) emergent systems, and (6) the effect of interpretations of design.The report makes a good case for the importance of accelerating research on (Continued) Dii ' rii l. n! •l ..... FOREWORDThe rapid advance of information technology during the past 2 decades has produced a trend of unprecedented proportions toward private sector globalization. The combination of information technology advance and globalization has, in turn, strongly stimulated both the perception of need and the opportunity to experiment with new ways of organizing to do work. Lessons learned from experience with these new structures and processes would seem no less meaningful for military organizations than for organizations in the private sector.This report is the second of a series designed to lay out both for military planners and for future research the state of the art on organization theory and design. The first dealt broadly with organizational research in academia and the private sector. It established a broad foundation for understanding both what is now known and where the field of organizational research is progressing. This report identifies unknowns and "cutting-edge" research that might be done to reduce the unknowns. The third report will identify, collate, and summarize the historical files on military divisional structure test and development. These reports should provide a useful starting point and logic for work on new organizational forms anticipated in the 1995-96 time frame.This work was performed as a part of the work program of the Strategic Leadership Technical Area. IntroductionThe U.S. Army faces a series of potentially fundamental reorientations in the 1990s. Instead of focusing on a known enemy and being prepared to defend U....

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Important Dimensions of Strategic Issues: Separating the Wheat From the Chaff*

Cited by 107 publications

References 26 publications

Investment in energy efficiency: do the characteristics of investments matter?

Investment in energy efficiency: do the characteristics of investments matter?

A brief history of the idea of opportunity

Principals of Design for High Performing Organizations: A Suggested Research Program. Appendixes

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