Exploring strategic judgment: Methods for testing the assumptions of prescriptive contingency theories

This paper presents techniques for eliciting and analyzing the strategic judgments of strategy makers, and discusses the potential of these techniques for increasing the internal validity and practical relevance of strategy research.

Abstract

Abstract Several generally untested assumptions about strategic judgment and choice exist in strategic management theories. Direct examination of these assumptions is necessary for sound theory building, and for sound prescription based on current theory. This paper presents techniques for eliciting and analyzing the strategic judgments of strategy makers, and discusses the potential of these techniques for increasing the internal validity and practical relevance of strategy research. We argue that incorporating managerial judgment more directly into the mainstream of strategy research will lead to both new theory and the extension of existing theory.