Abstract
This study draws on information processing theory to investigate predictors of strategic-decision quality in public organizations. Information processing theory argues that (a) rational planning practices contribute to strategic-decision quality by injecting information into decision making and (b) decision makers contribute to strategic-decision quality by exchanging information during decision making. These assumptions are tested upon 55 Flemish pupil guidance centers. Rational planning practices are operationalized as strategic planning, performance measurement, and performance management. Information exchange by decision makers during decision making is operationalized as procedural justice of the decision-making process. Results suggest that procedural justice, strategic planning, and performance management contribute to strategic-decision quality while performance measurement does not.
| Original language | English |
|---|---|
| Pages (from-to) | 131-156 |
| Journal | Administration and Society |
| Volume | 50 |
| Issue number | 1 |
| DOIs | |
| Publication status | Published - 1 Jan 2018 |
| Externally published | Yes |
Bibliographical note
Publication details (e.g. title, author(s), publication statuses and dates) are captured on an “AS IS” and “AS AVAILABLE” basis at the time of record harvesting from the data source. Suggestions for further amendments or supplementary information can be sent to [email protected].Research Keywords
- decision making
- performance management
- performance measurement
- procedural justice
- rational planning
- strategic planning
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