Group Decision and Negotiation

, Volume 6, Issue 1, pp 61–75 | Cite as

Stradin: A Strategic Dynamic and Interactive Decision-Making Process

  • Michelle BergadaÀ
  • Raymond-Alain ThiÉtart


This article proposes a new strategic decision-making process: Stradin. Stradin uses recent developments in computerized network systems and user-friendly interfaces in order to address management challenges of corporations of the 1990s. Five strategic challenges are addressed: (1) finding the right balance in the centralization-decentralization dilemma; (2) conciliating strategic decisions and their operational implementation; (3) finding a balance between role differentiation and integration; (4) using conflict constructively in order to improve decision making; (5) conciliating emerging strategies and continuity. The article below discusses each of these challenges and shows how Stradin can help in meeting them.

decision making strategic process computer network system Stradin 


Unable to display preview. Download preview PDF.

Unable to display preview. Download preview PDF.


  1. AakerD.A.1984.“How to Select A Business Strategy” California Management Review 26, 3 (Spring), 167–175.Google Scholar
  2. Anderson P. F. (1982). “Marketing Strategic Planning and The Theory of the Firm,” Journal of Marketing 46 (Spring), 15–26.Google Scholar
  3. Bergadaà, M. and R. A. Thiétart. (1992). “Stradin: A Computer Network-Based Strategic Decision-Making Process.” In R. Burton and B. Obel (eds.), Strategies for Players in a Larger World. Amsterdam: Elsevier Science Publishers, pp. 53–78.Google Scholar
  4. Bonnet, A., J. P. Haton, and J.-M. Truong-Ngoc. (1986). Systèmes experts; vers la maîtrise technique. Paris: InterÉditions.Google Scholar
  5. Bonoma T. V. (1984). “Making Your Marketing Strategy Work,” Harvard Business Review 62 (March/April), 69–72.Google Scholar
  6. Bourgeois L. J. (1980). “Performance and Consensus,” Strategic Management Journal 1(3)(July/September), 227–248.Google Scholar
  7. Braddick, W. A. G. (1987). “How Top Management Learns,” Management Decision 6, 10–13.CrossRefGoogle Scholar
  8. Chonko, L. B., J. F. Tanner, Jr., and E. R. Smith. (1991). “Selling and Sales Management in Action: The Sales Force's Role in International Marketing Research and Marketing Information Systems,” Journal of Personal Selling & Sales Management 11(1)(Winter), 69–79.Google Scholar
  9. Chonko, L. B. (1986). “Organizational Commitment in the Salesforce,” The Journal of Personal Selling & Sales Management 6, 19–27.Google Scholar
  10. Cosier, R. A. (1978). “The Effects of Three Potential Aids for Making Strategic Decisions on Prediction Accuracy,” Organizational Behavior and Human Performance, 22(3), pp. 295–306.CrossRefGoogle Scholar
  11. Cosier, R. A. (1980). “Inquiry Method, Goal Difficulty, and Context Effects on Performance,” Decision Sciences 11(1), 1–16.CrossRefGoogle Scholar
  12. Cosier, R. A., and J. C. Aplin. (1980). “A Critical View of Dialectical Inquiry as a Tool in Strategic Planning,” Strategic Management Journal 1(4), 343–356.CrossRefGoogle Scholar
  13. Cosier, R. A., T. L. Ruble, and J. C. Aplin. (1978). “An Evaluation of the Effectiveness of Dialectical Inquiry Systems,” Management Science 24(10), 1423–1490.Google Scholar
  14. Cyert, R. M., and J. G. March. (1963). A Behavioral Theory of the Firm. Englewood Cliffs, NJ: Prentice-Hall.Google Scholar
  15. Deshpandé, R. and A. Parasuraman. (1986). “Linking Corporate Culture to Strategic Planning,” Business Horizons (May/June), 28–36.Google Scholar
  16. Dess, G. G., and N. K. Origer. (1987). “Environment, Structure and Consensus in Strategy Formulation: A Conceptual Integration,” Academy of Management Review 12(2), 313–330.Google Scholar
  17. Dubinsky, A. J., T. W. Dougherty, and R. S. Wunder. (1990). “Influence of Role Stress on Turnover of Sales Personnel and Sales Managers,” International Journal of Research in Marketing 7, (2/3) 121–133.CrossRefGoogle Scholar
  18. Ernst, C. J. (1988). Management Expert Systems. New York: Addison-Wesley.Google Scholar
  19. Evans, K. R., and J. L. Schlater. (1985). “The Role of Sales Managers and Sales People in a Marketing Information System,” Journal of Personal Selling & Sales Management 5(2)(November), 49–58.Google Scholar
  20. Frederickson, J. (1986). “The Strategic Decision Process and Organizational Structure,” Academy of Management Review 11(2), 280–297.Google Scholar
  21. Glueck, W. F. (1980). Business Policy and Strategic Management. New York: McGraw-Hill.Google Scholar
  22. Gregory K. L. (1983). “Native-View Paradigms: Multiple Cultures and Culture Conflicts in Organizations,” Administrative Science Quarterly 28, 359–376.CrossRefGoogle Scholar
  23. Hall J., and M. S. Williams. (1970). “Group Dynamic Training and Improved Decision-making,” Journal of Applied Behavioral Science 6(1), 39–68.CrossRefGoogle Scholar
  24. Hayes-Roth, F. (1988). “Knowledge-based Expert Systems: The State of Art.” In C. J. Ernst, (ed.), Management Expert Systems. New York: Addison-Wesley pp. 3–18.Google Scholar
  25. Huber, G. P. (1984). “The Nature and Design of Post-Industrial Organization,” Management Science 30(8), 928–951.CrossRefGoogle Scholar
  26. Ingram, T. M., K. S. Lee, and S. J. Skinner. (1989). “An Empirical Assessment of Salesperson Motivation, Commitment and Job Outcomes,” Journal of Personal Selling & Sales Management 9 (Fall), 25–33.Google Scholar
  27. Janis, I. L. (1972). Victims of Groupthink. Boston: Houghton Mifflin.Google Scholar
  28. Lehner, F. (1992). “Expert Systems for Organization and Managerial Tasks,” Information and Management (North-Holland Elsevier Science Publishers) 23, 31–41.Google Scholar
  29. Lourenco, S. V., and J. C. Glidewell. (1975). “A Dialectical Analysis of Organizational Conflict,” Administrative Science Quarterly (December 20), 489–508.Google Scholar
  30. March, J. G., and J. P. Olsen. (1976). “Ambiguity and Choice in Organisation.” Bergen: Universitets Forlaget.Google Scholar
  31. Mason, R. O., (1969). “A Dialectical Approach to Strategic Planning,” Management Science 15(8), B403–B414.CrossRefGoogle Scholar
  32. Mintzberg H., D. Raisinghani, and A. Théorêt. (1976). “The Structure of 'Unstructured' Decision Processes.” Administration Science Quarterly 21(2), 246–275.CrossRefGoogle Scholar
  33. Mintzberg, H., and J. A. Waters. (1985). “Of Strategies, Deliberate and Emergent,” Strategic Management Journal 6, 257–272.CrossRefGoogle Scholar
  34. Mitroff, I. I., (1982). “Dialectic Squared: A Fundamental Difference in Perception of the Meanings of Some Key Concepts in Social Science”, Decision Sciences, 13, 2, pp. 222–234.CrossRefGoogle Scholar
  35. Mitroff, I. I., V. P. Barabba, and R. H. Kilmann. (1977). “The Application of Behavioral and Philosophical Technologies to Strategic Planning: A Case Study of a Large Federal Agency,” Management Science 24(1), 44–58.CrossRefGoogle Scholar
  36. Mitroff, I. I., J. R. Emshoff, and R. H. Kilmann. (1979). “Assumption Analysis: A Methodology for Strategic Problem Solving,” Management Science 25(5), 583–Google Scholar
  37. Mitroff, I. I., and R. O. Mason. (1981). “The Metaphysics of Policy and Planning: A Reply to Cosier,” Academy of Management Review 6(4), 649–651.Google Scholar
  38. Narver, J. C., and S. F. Slater. (1990). “The Effect of Market Orientation on Business Profitability,” Journal of Marketing 54(4), 20–35.CrossRefGoogle Scholar
  39. Nemiroff, P. M., and D. C. King. (1975). “Group Decision-Making Performance as Influenced by Consensus and Self-Orientation”,Human Relations 28(1), 1–21.CrossRefGoogle Scholar
  40. Ouchi, W. G. (1980). “Markets, Bureaucracies and Clans,” Administrative Science Quarterly 25, 129–141.CrossRefGoogle Scholar
  41. Padgett, J. F. (1980). “Managing Garbage Can Hierarchies,” Administrative Science Quarterly 25(4), 583–604.CrossRefGoogle Scholar
  42. Paradice, D. B. (1992). “SIMON: An Object-Oriented Information System for Coordinating Strategies and Operations,” IEEE Transactions on System Man and Cybernetics 22(3), 513–525.CrossRefGoogle Scholar
  43. Pinson, S. (1992). “A Multi-Expert Architecture for Credit Risk Assessment: The CREDEX System.” In D. E. O'Leary and P. R.Watkins (eds), Expert Systems in Finance, Chap 3. Amsterdam: Elsevier Science Publishers.Google Scholar
  44. Ruekert, R., and O. C. Walker, Jr., (1987). “Marketing's Interaction with Other Functional Units: A Conceptual Framework and Empirical Evidence,” Journal of Marketing 51 (January), 1–19.Google Scholar
  45. Schmidt, W. H. (1974). “Conflict, a Powerful Process for (Good or Bad) Change,” Management Review (December), 5–10.Google Scholar
  46. Schweiger, D. M., W. R. Sandberg, and J. W. Ragan. (1986). “Group Approaches for Improving Strategic Decision-making: A Comparative Analysis of Dialectical Inquiry, Devil's Advocacy and Consensus,” Academy of Management Journal 29(1), 51–71.CrossRefGoogle Scholar
  47. Schwenk C. R. (1982). “Why Sacrifice Rigour for Relevance? A Proposal for Combining Laboratory and Field Research in Strategic Management,” Strategic Management Journal 3, 213–225.CrossRefGoogle Scholar
  48. Schwenk, C. R. (1984). “Effects of Planning Aids and Presentation Media on Performance and Affective Responses in Strategic Decision-making," Management Science 30(3), 263–272.CrossRefGoogle Scholar
  49. Schwenk C. R. (1986). “Information, Cognitive Biases and Commitment to a Course of Action,” Academy Management Review 11(2), 298–310.Google Scholar
  50. Schwenk, C. R., and R. A. Cosier. (1980). “Effects of the Expert, Devil's Advocate and Dialectical Inquiry Methods on Prediction Performance,” Organizational Behavior and Human Performance 26Google Scholar
  51. Simon, H. A. (1960). The New Science of Management Decision. New York: Harper & Row.CrossRefGoogle Scholar
  52. Starbuck, W. H. (1981). “Organizations as Action Generators,” American Sociological Review 48(1), 91–102.CrossRefGoogle Scholar
  53. Staw, B. M. (1981). “The Escalation of Commitment to a Cause of Action,” Academy of Management Review 6, 577–587.Google Scholar
  54. Sussman, L., and R. Herden. (1982). “Dialectical Problem Solving,” Business Horizons (January/February), 66–71.Google Scholar
  55. Syed J. R., and E. Tse. (1988). “An Integrated Consulting System for Competitive Analysis and Planning Control.” In C. J. Ernst (ed.), Management Expert Systems. New York: Addison-WeGoogle Scholar
  56. Webster, F. E., Jr. (1965). “The Industrial Salesman as a Source of Market Information,” Business Horizons (Spring), 77–82.Google Scholar
  57. Webster, F. E., Jr. (1988). “Rediscovering the Marketing Concept,” Business Horizons 31 (May/June), 29–39.Google Scholar
  58. Wilkins, A. L., and W. G. Ouchi. (1983). “Efficient Cultures: Exploring the Relationship between Culture and Organizational Performance,” Administrative Science Quarterly 28, 468–481.CrossRefGoogle Scholar
  59. Wooldridge, W., and S. W. Floyd. (1989). “Research Notes and Communications Strategic Process Effects on Consensus,” Strategic Management Journal 10, 295–302.CrossRefGoogle Scholar

Copyright information

© Kluwer Academic Publishers 1996

Authors and Affiliations

  • Michelle BergadaÀ
    • 1
  • Raymond-Alain ThiÉtart
    • 2
  1. 1.Cergy CedexFrance
  2. 2.University Paris-Dauphine and EssecParis Cedex 16France

Personalised recommendations