Icarus’ Paradox Revisted: How Strong Performance Sows the Seeds of Dysfunction in Future Strategic Decision Making

Allen C. Amason, Ann C. Mooney

Research output: Contribution to journalArticlepeer-review

47 Scopus citations

Abstract

This article reports on two studies that examine the relationship between performance and strategic issue-framing and decision-processing. The results suggest strong performance promotes a defensive mindset that may lead to dysfunctional outcomes. Study 1 draws its data from 51 CEOs and shows that performance is associated with framing issues as threats rather than opportunities. Study 2 draws its data from 45 top management teams and shows that performance is associated with less comprehensiveness in decision-making. Implications of these findings provide insights into why organizations that perform well sometimes squander their success subsequently through poor decision-making.
Original languageAmerican English
JournalStrategic Organization
Volume6
DOIs
StatePublished - Oct 8 2008

Keywords

  • Paradox of Performance
  • Strategic Decision-Making
  • Strategic Issue Diagnosis
  • Top Management Team Processes

DC Disciplines

  • Business Administration, Management, and Operations
  • Business

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