Endnotes
Chapter 1 Endnotes
1. Many scholars have drawn this distinction between decisions that are quite novel, ill-structured, ambiguous, and highly consequential and those that are more routine, well-defined, and tactical in nature. For instance, see H. Simon. (1960). The New Science of Management Decision. New York: Harper & Row; P. Drucker. (1967). The Effective Executive. New York: Harper & Row; F. Harrison. (1996). The Managerial Decision-Making Process, Fourth Edition. Boston: Houghton-Mifflin. For an example of researchers who define strategic decisions in a manner similar to the approach employed in this book, see K. Eisenhardt and L. J. Bourgeois. (1988). "The politics of strategic decision making in high-velocity environments: Toward ...
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