TY - JOUR
T1 - The Icarus paradox revisited
T2 - How strong performance sows the seeds of dysfunction in future strategic decision-making
AU - Amason, Allen C.
AU - Mooney, Ann C.
PY - 2008
Y1 - 2008
N2 - 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.
AB - 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.
KW - Paradox of performance
KW - Strategic decision-making
KW - Strategic issue diagnosis
KW - Top management team processes
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U2 - 10.1177/1476127008096364
DO - 10.1177/1476127008096364
M3 - Article
AN - SCOPUS:55949088531
SN - 1476-1270
VL - 6
SP - 407
EP - 434
JO - Strategic Organization
JF - Strategic Organization
IS - 4
ER -