f Strategic Decisions Subject to Upward Influence Activity," Journal of Management Studies, 24, (March 1987): 160 179.
6C. R. Schwenk, "The Cognitive Perspective on Strategic Decision Making," Journal of Management Studies, 25 (January 1988): 36 53.
time. This balance depends upon the prevailing situation at any particular time. Much of the contemporary research in decision making theory and practice emphasizes the complex and often conflicting value structures which must be incorporated into scientific decision making approaches.7
The practice of decision making in American organizations is far from standard. Decision making practices range from the outmoded directive decision making behavior to a full embracing of the concept of participative decision making. The most effective decision making behavior for administrators and mana gers will include participation by organizational subordinates in the process, while, at the same time, p
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