Emergent Strategies and Their Consequences: A Process Study of Competition and Complex Decision Making

Welcome:
Guest

Advances in Strategic Management

ISSN: 0742-3322
Series editor(s): Professor Brian Silverman

Subject Area: Strategy

Content: Series Volumes | Current Volume RSS

Options: To add Favourites and Table of Contents Alerts please take a Emerald profile

Document Information:
Title:	Emergent Strategies and Their Consequences: A Process Study of Competition and Complex Decision Making
Author(s):	Quintus R. Jett, Jennifer M. George
Volume:	22 Editor(s): Gabriel Szulanski, Joe Porac, Yves Doz ISBN: 978-0-76231-200-9 eISBN: 978-1-84950-340-2
Citation:	Quintus R. Jett, Jennifer M. George (2005), Emergent Strategies and Their Consequences: A Process Study of Competition and Complex Decision Making, in Gabriel Szulanski, Joe Porac, Yves Doz (ed.) Strategy Process (Advances in Strategic Management, Volume 22), Emerald Group Publishing Limited, pp.387-411
DOI:	10.1016/S0742-3322(05)22013-2 (Permanent URL)
Publisher:	Emerald Group Publishing Limited
Article type:	Chapter Item
Abstract:	Using an Internet-based business simulation, we examine emergent strategy processes and their consequences in a competitive environment. We find that the emergent decision processes of management teams vary in the extent to which they entail forward looking, anticipatory thinking and experimentation, and the attention the teams pay to their organizations’ capabilities. In dynamic and uncertain environments, information search activities and decision processes are key determinants of organizational performance. Our results suggest that effective emergent decision processes necessarily include elements of deliberate strategy.