Importance of Contextual Elements in Organizational Decision Making
Decision making has always been considered to be critical to every organization. Different organization undergoes different issues due to the influence of a wide range of factors on the organizational decision making process. Some of the factors include cognitive biases, past experiences, cultural and individual differences. This paper is going to elaborate on presenting an annotated bibliography in order to provide an explanation about the need and importance for the selected contextual elements that influence the organizational decision making process.
These elements are the environmental forces, the assessed risks, organizational governance, organizational structure and the diverse business practices. However, by discussing about the importance of these contextual elements, this paper would move further, shedding light on a total of five selected journal articles which would successfully provide a deep insight into the chosen topic. The five journals that has been selected for the making of this annotated bibliography are the Journal of Management, Journal of International Business Studies, British Journal of Management, Australian Journal of Management and the Management International Review.
Through this article Cavusgil and Knight (2015) have provided a framework for the process of rapid and early internationalization among the entrepreneurial and young organizations. This articles could be characterized a one of the integrations of capability based thinking, marketing and entrepreneurial around the exporting and is positioned in the name of born global exporter. Furthermore, as per the article the various risk factors that are confronted by the organizations comprise of the global competition. This is the risk factor that this article is focused on. It further questions the results of the “born global” companies in the time of their process of maturity.
With the same, it also questions on things like the reasons behind the early intervention of some of the companies. It is also to mention that this journal article has presented a very clear understanding of the different trends in the field of contemporary business environment as well as the different ways in which these trends have changed in the last few decades. The several research findings of this article can help the managers of the firms in understanding the various risk factors related to the issue of localization and internalization. With the same, it also is helpful in assisting them in taking the steps that goes well with both the process of localization as well as internationalization.
There are several potential reasons for a failed change in an organization. However, the factor of resistance to change by the part of the employees, especially the ones who beliefs that there is no need of change and everything is working well is widely been recognized as the most significant contributors of this problem. There are several literatures in which the researchers have researched and studies about the issue of resistance and they have emphasized more on all the context specific antecedents that could be divided into the ones that are related to the change results. With the same, they have also focused on the implementation of change.
Selected Journals for Annotated Bibliography
In this article Georgalis et al. (2015) have acknowledged the vitality of the perceptions of the employees about the fairness in the organizational change management. They have also identified the fact that perceptions of the employees is the key factor in the development of positive attitudes of theirs towards the organizational change. However, the main aim of this article is examining the impact of perceptions of the employees about the justice on the resistance to change. It is also to note that in this article, the authors have undertaken the entire research along with the feature of the LMX (Leader-Member-Exchange) in order to evaluate the influence of the perceptions of justice among the employees about organizational change and the need for it.
In this article, the authors have focused on the efficiency of one among the important components of International Business- the cultural distance. Harzing and Pudelko (2016) have elaborated on the impacts of this cultural distance on the entry mode choice that is further considered to be the most researched in the strategy of international business. With the same, the contextual factors that have been analyzed and discussed here is the functions of diverse companies. It have examined the descriptive power of the cultural distance. It is also to note that, the influence of cultural distance, particularly on the preference of entry style has been discussed and this is one among the highest researched areas in the field of international business strategy.
The authors have provided an in-depth insights into the various factors which have the potential to compel the firms in functioning differently, both in their homeland as well as in abroad. In this research, a good amount of empirical investigation has been done in more than 800 different Multi-national company subsidiaries which have encompassed about fifty different home nation as well as nine host nations all over the globe. They have found that the different firm functions are highly impacted by the context of their home and their host country because of cultural differences. The cultural distance and its power to discuss the entry mode choice is very limited when the national and host nation contexts are accounted for.
In this research, Lin (2014) has attempted for understanding the strategy structure as well as the strategy-cultural contingencies that facilitate the post-acquisition performance in the organizations. Right from the perspective of the task independence, in this article, the author have argued on the ground the different acquisition strategies such as the related, vertical and the unrelated need different levels of headquarter centralization as well as interdivisional integration in organization structure and in different degrees of acculturation present in the same.
He has made use of the input/output analysis for developing the theoretical measures for the diverse acquisition strategies in order to test these arguments. It helps in striking the balance in communication in between the reputation, their outcomes and their causes with the stakeholders. Furthermore, the article have also tried finding out the main reasons for the same organizational stimuli that leads to various responses of the stakeholders.
Risk Factors for Early Internationalization among Organizations
According to the author, the companies should very carefully consider its organizational structure as the most critical to effective organizational design. As per the findings of this study, consistency in organizational structure enables the performance of the organization. With the same, the other elements such as strategy, culture etc. have also played a very important role. However, the role of organizational structure is considered to be the strongest of all. Hence, the managers all across the organizations should therefore take some clue from the findings of this article and they should start developing some new correspondence model of the organizational designs.
This article have proposed a model of the deeply held benefits. The different elements of this article are organizational structure, performance, acquisition integration and acculturation. With the same, this article have also proposed a model which show the intensity of the strongly held benefits- ‘the social axioms’. As per the authors West et al. (2016), building on conceptual model which incorporates the service or the product quality of the company along with the social responsibilities as the key reputational dimension, the authors of this research have tested empirically for the moderating influences and that to in the form of this strongly help benefit.
They have also provided some suggestions on how the strategic reputation management could be out looked within as well as in across the different stakeholder groups during the time when the companies grapple along with the effective management of the different expectations of the stakeholders. This article have helped the managers across different companies in learning different practices within their organization as well as the importance of understanding the diverse perspectives of the diverse stakeholders. With the same, they could also use the findings of this research in order to analyze the responses of the stakeholders that are associated with the concept of reputation-related motivations. They could easily find out the ways in which they could now encourage their stakeholders for remaining loyal to their companies with the help of this article.
Conclusion
Environmental forces that have the potential to cause change within the organizations or resistance to change are very important in determining the performance level of a firm. Therefore, for determining the organizational performance of the CQ in clear manner, the analysis of the various different environmental forces that have resulted in the very change is very important. Hence, after analyzing these above mentioned five articles on five different contextual factors which are important to the process of organizational decision making, one of the specific factors has been chosen. It has been assessed that when CQ conducts performance management on its staff, the knowledge of environmental forces can assist it for assessing the factors which have caused increased/decreased level of staff performance.
Hence, having an in-depth knowledge about which environmental forces influences the performance of the university in terms of change, can help the management in preparing a change that is capable of organizational culture and hence, will improve employee performance.
References
Cavusgil, S. T., & Knight, G. (2015). The born global firm: An entrepreneurial and capabilities perspective on early and rapid internationalization. Journal of International Business Studies, 46(1), 3-16.https://doi.org/10.1057/jibs.2014.62
Georgalis, J., Samaratunge, R., Kimberley, N., & Lu, Y. (2015). Change process characteristics and resistance to organisational change: The role of employee perceptions of justice. Australian Journal of Management, 40(1), 89-113. doi/abs/10.1177/0312896214526212
Harzing, A. W., & Pudelko, M. (2016). Do we need to distance ourselves from the distance concept? Why home and host country context might matter more than (cultural) distance. Management International Review, 56(1), 1-34.
Lin, L. H. (2014). Organizational structure and acculturation in acquisitions: Perspectives of congruence theory and task interdependence. Journal of Management, 40(7), 1831-1856. doi/abs/10.1177/0149206312442385
West, B., Hillenbrand, C., Money, K., Ghobadian, A., & Ireland, R. D. (2016). Exploring the impact of social axioms on firm reputation: A stakeholder perspective. British Journal of Management, 27(2), 249-270. https://doi.org/10.1111/1467-8551.12153
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