Strategic decision-making processes: an investigation by case study of life science transfer decisions in crown research institutes

Abstract

This thesis reports on an investigation undertaken to provide a more integrated image of processes used by organisations when they make strategic decisions. The study examines the multidimensional aspect of strategic decision-making and explicitly considers the impact of context on the process by simultaneously studying a large number of variables in more narrowly defined samples than previously described in the strategic decision-making literature. In particular, the research examines the strategic decision-making processes used by Crown Research Institutes (CRIs) when undertaking decisions relating to technology transfer of life science research in New Zealand. For each case study a detailed narrative was developed using information from the literature, in-depth interviews, secondary documentation and a short questionnaire. The narratives were analysed using a number of conceptual frameworks adapted from the literature. Within the data analysis the decision tasks were identified and sequenced, the characteristics of the decision-making process were described and the contextual influences were identified. Within the cases the decision-making process shared many characteristics that are attributed to strategic decisions and had a strong resemblance to the descriptive models outlined in literature. The decision-making processes were characterised by "novelty, complexity, and open-endedness" and influenced by a multitude of factors. The most striking feature of the findings was that the decision-making process is strongly influenced by context. The decision process activities and characteristics were shaped by interplay of contextual factors, particularly the decision-specific and organisational factors. The environment when operationalised as the life science industry had very little direct influence on the strategic decision-making process. The inquiry also found that the technology transfer decision-making process in the cases were initiated and driven by the autonomous actions of lower level members of the organisation. The way management influenced and supported these actions appeared to be an important influence on the decision's outcome. The findings also suggest that the practical problems in later stages of technology transfer were often underestimated and that financial indicators were the major factor in motivating technology transfer. These findings have a number of consequences to the way that CRIs manage the technology transfer process, and how best to promote and encourage success technology transfer in New Zealand.