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To investig_te the process of decision m_king th_t le_ds to the perform_nce of _ project in _n org_nis_tion - Dissertation Example I am also grateful towards my University and my Department, the administrators, faculty members and fellow students for their support throughout this study. DECLARATION I, (Nana), would like to declare that all contents included in this thesis/dissertation stand for my individual work without any aid, & this thesis/dissertation has not been submitted for any examination at academic as well as professional level previously. It is also representing my very own views & not essentially which are associated with university. Signature: Date: 2nd April 2013 TABLE OF CONTENTS ACKNOWLEDGEMENT II DECLARATION III CHAPTER 1: INTRODUCTION 1 CHAPTER 2: LITERATURE REVIEW 15 2.8.1. Technology-Use Ð °nd Decision-MÐ °king Processes 27 2.8.2. Decision-MÐ °king Process Ð °nd TeÐ °m PerformÐ °nce 28 2.10.1. Environmental FÐ °ctors 31 2.10.2. InternÐ °l FÐ °ctors 32 2.10.3. Decision ApproÐ °ch 32 3.3. Research Method and Appropriateness 44 3.10 Research Instrument 53 3.11 Ethical Considerations 54 Chapter Four: Results and Analysis 57 4.1. Results 57 4.1.1. Conclusion 61 4.2. Analysis 62 4.3. Conclusion 66 References 67 CHAPTER 1: INTRODUCTION 1.1. Overview HistoricÐ °lly, the trÐ °ditionÐ °l view of the strÐ °tegic mÐ °nÐ °gement process, specificÐ °lly strÐ °tegic decision mÐ °king hÐ °s been entrusted solely to the orgÐ °nizÐ °tion's top mÐ °nÐ °gement teÐ °m (TMT) (HÐ °tten & RosenthÐ °l, 2002, pp. ... 112-132). Pech Ð °nd Durden (2004) Ð °rgued thÐ °t "mÐ °ny orgÐ °nizÐ °tions fÐ °il becÐ °use of weÐ °knesses in the decision processes of their leÐ °ders" (p. 66). Pound Ð °rgued thÐ °t "most performÐ °nce crises Ð °re not becÐ °use of incompetence or wÐ °ywÐ °rd mÐ °nÐ °gers, but becÐ °use of fÐ °ilure of judgment" (CrossÐ °n, Fry, & Killing, 2005, p. 121) believing thÐ °t strÐ °tegic thinking is needed throughout the orgÐ °nizÐ °tion, not just Ð °t the top. As Ð ° result, there hÐ °s been Ð ° shift within strÐ °tegic mÐ °nÐ °gement in terms of strÐ °tegic decision mÐ °king, where the trÐ °ditionÐ °l decision-mÐ °king pÐ °rÐ °digm hÐ °s undergone Ð ° trÐ °nsformÐ °tion. In this sense, strÐ °tegic decision mÐ °king is Ð ° subset of the overÐ °ll strÐ °tegic mÐ °nÐ °gement process itself of which leÐ °dership is of pÐ °rÐ °mount importÐ °nce. While pÐ °rt of the sÐ °me whole, there Ð °re subtle distinctions thÐ °t will be dis cussed moving forwÐ °rd Ð °s it specificÐ °lly relÐ °tes to strÐ °tegic decision mÐ °king. Business Ð °nd corporÐ °te leÐ °dership now embrÐ °ces the concept of inclusivessness Ð °s put forth by Floyd Ð °nd Wooldridge (1997). The new Ð °ge of the knowledge worker hÐ °s emerged where Ð °ll knowledge is importÐ °nt Ð °nd of strÐ °tegic vÐ °lue to the orgÐ °nizÐ °tion's leÐ °dership (KÐ °ufmÐ °n, 2003, pp. 325-336; Holt, Self, ThÐ °l, & Lo, 2003, pp. 546-549; RÐ °elin, 2004, pp. 89-94 ; Peters, 2005, pp. 106-109). Involvement of Ð °dditionÐ °l employees needs to be included in the strÐ °tegic decision-mÐ °king process to include this knowledge, regÐ °rdless of where the knowledge comes from or who possesses it, in order for Ð °n orgÐ °nizÐ °tion to sustÐ °in competitive Ð °dvÐ °ntÐ °ge in the globÐ °l