ORCID Profile
0000-0002-5891-8258
Current Organisation
Qatar University
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Publisher: Wiley
Date: 20-06-2019
DOI: 10.1002/BSE.2351
Publisher: Wiley
Date: 03-10-2020
DOI: 10.1111/EMRE.12430
Abstract: Rapid innovation, shortened product life cycles and fierce competition place great pressures on top managers to make fast strategic decisions. However, a key question in strategic decision‐making research is whether decision speed helps or harms decision quality, and there is a shortage of theory and evidence concerning the consequences of decision speed across different environmental contexts. We develop new theory by considering the effects of decision speed on decision quality under conditions of environmental munificence, under conditions of dynamism, and under the joint conditions of munificence and dynamism. We test our theory through analysis of multi‐informant survey data drawn from top management teams and secondary databases, in 117 UK firms. Our findings demonstrate that munificence is the central generative mechanism which moderates the relationship between decision speed and decision quality, and markedly alters the previously theorized positive effects of decision speed in dynamic contexts.
Publisher: Springer Science and Business Media LLC
Date: 03-12-2018
Publisher: Emerald
Date: 12-10-2015
DOI: 10.1108/IJPSM-06-2015-0114
Abstract: – The purpose of this paper is to investigate how the importance of different components of strategic performance measurement systems (SPMS) and their deployment influence the use of performance information from the SPMS in making strategic decisions. – Data were collected through a survey of 143 managers of Canadian public organizations. – The findings indicate that two SPMS components, namely, the importance of non-financial performance measures and the use of operational efficiency measures, have significant positive associations with performance information use for strategy implementation and strategy assessment decisions. The extent to which SPMS models were used is found to be positively associated with performance information use for strategy implementation, but not for strategy assessment, decisions. Furthermore, the relationships between SPMS variables and strategic decision making are moderated by information systems/data limitations and management’s commitment to attaining strategic goals. Managerial skills acquired through training or experience with SPMS also contribute positively to such relationships. – The results are affected by limitations associated with the survey method used. – The findings could be useful for supporting public policy, strategic decision making, public service improvement, operational efficiency, and effectiveness. – The study contributes to public management and performance measurement literature by investigating multiple determinants of performance information use in a cross-section of Canadian public organizations.
Publisher: Informa UK Limited
Date: 05-07-2016
No related grants have been discovered for Said Elbanna.