An application of metric conjoint analysis for the evaluation of top managers' individual strategic decision making processes: A research note

This research note suggests metric conjoint analysis (Louviere, 1988) as a tool for evaluating the decision policies employed by top managers in making strategic decisions.

Abstract

This research note suggests metric conjoint analysis (Louviere, 1988) as a tool for evaluating the decision policies employed by top managers in making strategic decisions. As an example of the technique, a descriptive field study is presented wherein the decision rules for stategy-structure-environment alignment used by the chief executives of 33 autonomous, nondiverstfied manufacturing firms are examined. Implications for future strategy research on managerial cognitions are discussed.