Advanced Search

Journal Navigation

Journal Home

Subscriptions

Archive

Contact Us

Table of Contents

Sign In to gain access to subscriptions and/or personal tools.
Strategic Organization
This Article
Right arrow Full Text (PDF)
Right arrow References
Right arrow Alert me when this article is cited
Right arrow Alert me if a correction is posted
Right arrow Citation Map
Services
Right arrow Email this article to a friend
Right arrow Similar articles in this journal
Right arrow Alert me to new issues of the journal
Right arrow Add to Saved Citations
Right arrow Download to citation manager
Right arrowRequest Permissions
Right arrow Request Reprints
Right arrow Add to My Marked Citations
Citing Articles
Right arrow Citing Articles via HighWire
Right arrow Citing Articles via Google Scholar
Right arrow Citing Articles via Scopus
Google Scholar
Right arrow Articles by Amason, A. C.
Right arrow Articles by Mooney, A. C.
Right arrow Search for Related Content
Social Bookmarking
Add to CiteULike   Add to Complore   Add to Connotea   Add to Del.icio.us   Add to Digg   Add to Reddit   Add to Technorati   Add to Twitter  
What's this?

The Icarus paradox revisited: how strong performance sows the seeds of dysfunction in future strategic decision-making

Allen C. Amason

University of Georgia, USA, aamason{at}terry.uga.edu

Ann C. Mooney

Stevens Institute of Technology, USA, amooney{at}stevens-tech.edu

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.

Key Words: paradox of performance • strategic decision-making • strategic issue diagnosis • top management team processes

Strategic Organization, Vol. 6, No. 4, 407-434 (2008)
DOI: 10.1177/1476127008096364
Add to CiteULike CiteULike   Add to Complore Complore   Add to Connotea Connotea   Add to Del.icio.us Del.icio.us   Add to Digg Digg   Add to Reddit Reddit   Add to Technorati Technorati   Add to Twitter Twitter    What's this?


This article has been cited by other articles:


Home page
 Strategic OrganizationHome page
A. J. Ward, J. A. Brown, and S. D. Graffin
Under the spotlight: institutional investors and firm responses to the Council of Institutional Investors' Annual Focus List
Strategic Organization, May 1, 2009; 7(2): 107 - 135.
[Abstract] [PDF]