Abstract
On June 4, 1942, a small US naval force defeated a much bigger Japanese fleet off Midway Island. This was the first defeat suffered by the heretofore invincible Japanese military, and changed the course of the Pacific war. The Battle of Midway provides an informative case study of strategic decision‐making processes, because of its unexpected outcome and volatile environmental factors. Building from Daft and Weick’s (1984) “interpretation system” model, this paper develops an analytical framework to study the formulation of strategic decisions at the Battle of Midway. The three interacting components of the framework – decision parameters, decision processes, and decisions and implementation – are examined, with emphasis on how bounded rationality, cognitive biases, leadership styles, management structures, and organizational cultures combine to impact strategy formulation. Research and strategic implications are highlighted.
Subject
Management Science and Operations Research,General Business, Management and Accounting
Reference68 articles.
1. Allison, G.T. (1971), The Essence of Decision, Little, Brown > Co., Boston, MA.
2. Astley, W.G. (1985), “Administrative science as socially constructed truth”, Administrative Science Quarterly, Vol. 30 No. 4, pp. 497‐513.
3. Barney, J. (1992), ‘‘Integrating organizational behavior and strategy formulation research: a resource based analysis”, Advances in Strategic Management, Vol. 8, pp. 39‐61.
4. Bourgeois III, L.J. (1984), “Strategic management and determinism”, Academy of Management Review, Vol. 9 No. 4, pp. 586‐96.
5. Bourgeois, L.J. III and Brodwin, D.R. (1984), “Strategic implementation: five approaches to an elusive phenomenon”, Strategic Management Journal, Vol. 5, pp. 241‐64.
Cited by
4 articles.
订阅此论文施引文献
订阅此论文施引文献，注册后可以免费订阅5篇论文的施引文献，订阅后可以查看论文全部施引文献