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Decision Making and Business Performance

Eric J. Bolland and Carlos J. Lopes

This breakthrough study examines how business decisions explain successful and unsuccessful performance. Real world and academic research is evaluated, including interviews and cases studies, to create a model of how decisions and performance are connected for businesses of all sizes. Recommendations are made to optimize decision making and projections about the future of decision making and performance are provided.
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Chapter 5: First round findings

Eric J. Bolland and Carlos J. Lopes


Research sources were business owners and manager interviews and case studies of larger companies. For interviewees, they determined what successful and what unsuccessful decisions were. They provided the examples of successful and unsuccessful decisions. Respondents were asked from a list of 17 factors, which academic researchers proposed as causing positive performance, which applied to their examples. The interviewees were asked which factor was the most important in their experience. Most said it was no single factor but 26 offered a factor. The most repeated factor was high value products to customers. Differences were found between the interview results and the case studies.

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