The Moment of Decision From the Perspective of Deliberate and Emergent Strategies
| Autor | Juan Esteban Hernández Betancur - Iván Alonso Montoya Restrepo - Luz Alexandra Montoya Restrepo |
| Cargo | Ph. D. (c) Doctor in Engineering - Industry and Organizations, Universidad Nacional de Colombia - Ph. D. in Economics, Universidad Nacional de Colombia, Bogota - Ph. D. in Economics, Universidad Nacional de Colombia, Bogota |
| Páginas | 93-114 |
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ABSTRACT
The purpose of this paper is to contribute to the understanding of moments of decision for strategies based
on the concept of deliberate and emergent strategies and the cycle that exists between them. The use of a
strategy workshop incorporating the “beer game”, is employed, which allows for the creation of a deliberate
strategy, followed by an abrupt end to the game, causing disruption and subsequent failure of the plan. The
moment of decision concept was determined from the perspective of deliberate and emergent strategies,
where the moment of decision results from a disruption of the deliberate strategy. This leads to an agent
to a decision space where an emergent strategy can be constructed that results in continued viability in
a system and allows for decisions to be made. Looking towards the future, it is with applied research
activities that are associated with specific situations within the organization that are highlighted. As the
main contribution shows, a relationship was seen between the cycle of deliberate and emergent strategies
and decision timing, broadening the understanding of the temporal aspect of decisions.
KEYWORDS
Disruption, truncating element, deliberate and emergent strategies, moment of decision.
RESUMEN
El propósito de este artículo es contribuir a la comprensión del momento de la decisión estratégica, a
partir del concepto de las estrategias deliberadas y emergentes y el ciclo que existe entre ellas. Se dise-
ña un taller de estrategia basado en la aplicación del juego de la cerveza, que permite la creación de una
estrategia deliberada y la finalización abrupta del juego para causar la deconstrucción y posterior ruptura
del plan. Como hallazgos se determinó la concepción del momento de la decisión desde la perspectiva
de las estrategias deliberadas y emergentes, en donde surge el momento de la decisión a partir de la
deconstrucción de la estrategia deliberada, que lleva al agente a un espacio de decisión, donde lleva a
The Moment of Decision From the Perspective of
Deliberate and Emergent Strategies
El momento de la decisión desde la perspectiva de estrategias deliberadas y emergentes
JUAN ESTEBAN
HERNÁNDEZBETANCUR
IVÁN
MONTOYARESTREPO
LUZ ALEXANDRA
MONTOYARESTREPO
JEL: LL Y C
Received: 13/12/2016
Modified: 29/07/2017
Accepted: 01/10/2017
DOI: 10.17230/ad-minister.31.6
www.eafit.edu.co/ad-minister
Creative Commons (CC BY-NC- SA)
1 Ph. D. (c) Doctor in Engineering - Industry and Organizations, Universidad Nacional de Colombia
Medellín Master in Engineering - Administrative Engineering, Universidad Nacional de Colombia,
Medellín Specialist in Business Management, Universidad Nacional de Colombia, Medellín. Industri-
al Engineer, Universidad Nacional de Colombia, Medellín. Professor - Institución Universitaria Esum-
er - Faculty of Business Studies and Marketing. E-mail: jehernanb@unal.edu.co ORCID: http://orcid.
org/0000-0002-4060-6803
2 Ph. D. in Economics, Universidad Nacional de Colombia, Bogota. Master in Administration, Univer-
sidad Nacional de Colombia, Bogota. Business Administrator, Universidad Nacional de Colombia, Bo-
gota. Full Professor in Exclusive Dedication - Universidad Nacional de Colombia, Medellín - Faculty of
agricultural Sciences. E-mail: iamontoyar@unal.edu.co ORCID: https://orcid.org/0000-0003-0959-3466
3 Ph. D. in Economics, Universidad Nacional de Colombia, Bogota. Master in Administration, Uni-
versidad Nacional de Colombia, Bogota. Business Administrator, Universidad Nacional de Colombia,
Bogota. Full Professor in Exclusive Dedication - Universidad Nacional de Colombia, Medellín- Faculty
of Mines. E-mail: lamontoyar@unal.edu.co ORCID: https://orcid.org/0000-0002-4896-1615
AD-minister Nº. 31 julio-diciembre 2017 pp. 93 - 114 · ISSN 1692-0279 · eISSN 2256-4322
Juan Esteban Hernández-Betancur · Iván Montoya-Restrepo · Luz Alexandra Montoya-Restrepo
The moment of decision from the perspective of deliberate and emergent strategies
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cabo la formación de una estrategia emergente, para poder continuar viable en el sistemas tomando decisiones.
Es preciso iniciar, hacia el futuro, con actividades de investigación aplicadas asociadas a situaciones puntuales
dentro de la organización. Como contribución principal se muestra una relación entre el ciclo de las estrategias
deliberadas y estrategias emergentes y momento de la decisión; ampliando la comprensión del aspecto tem-
poral de las decisiones.
PALABRAS CLAVES
Deconstrucción, Elemento truncador, Estrategia deliberada y Emergente, Momento de la decisión.
INTRODUCTION
Within decisions, two hypotheses can be clearly identified based on the neoclassical
theory established by Garrouste (1997) and Morin (1990), as cited by Smida (2006)
and Espinosa (2016), which speaks of the freedom of decision-making agents when
answering the question, “how to decide” and the rationale used when answering,
“why decide.” Various authors, using dierent schools of thought, have discussed the
problem of decisions when considering the questions of how and why, but there is a
particularly marked absence of studies on when to decide. There is only an implicit
discussion of moments of decision when discussing the opportunities seen with
decisions, when there are urgent threats, when the availability of resources allows for
decisions, or when the decision maker considers a decision to be satisfactory, among
others (Smida, 2006).
The problem of moments of decision has been addressed incidentally, concluding
in some theories, that it is determined by the environment or the availability of
resources while in others it is based on the decision maker and their concept of the
strategy result in the timing (Smida, 2006). The decision-making process should also
be discussed as a problem of timing, wherein the decision maker must be aware of
the decision timing (Smida, 2006).
The conceptual framework is the strategy that has been mainly used in studies
of decision timing as a field of organizational studies (Sanabria, Saavedra & Smida,
2014). Some authors define the concept of strategy as strategic decisions (Smida,
2006), creating decision-making processes that are associated with managing
strategic gaps between an organization and the environment (Harrison, 1996).
Henry Mintzberg defined strategy as a plan, among other things, that is a series of
courses of action that are consistently predetermined as a guide (Henry Mintzberg,
1987a), emphasizing the common idea of multiple definitions, where strategy
frameworks are determinant of future decisions through a predetermined process
and planned situations (Montoya, 2010).
Mintzberg (1987) dealt with the concept of strategy, searching for more tangible
aspects for researchers, defining it as a pattern in a stream of decisions, with a
commitment to action. In this definition, there are intended strategies and realized
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