Organizational Complexity: Examination of the Strategic Intelligence Model and Management Control Systems for Dynamic Decision Making.

摘要

Organizational culture influences organizational behavior and relevant factors for transformation include cultural leaders who play a major role in setting the cultural foundation, cultural carriers that serve as change agents and reinforce the cultural leader, the cultural framework, formal and informal management practices, and cultural internalization (e.g. cultural artifacts, espoused beliefs and or values, and underlying assumptions). U.S. Army leaders often confront dynamic and complex problems and are challenged with integrating business intelligence with transparency and decision making. This study acknowledged cognitive biases among humans and the management control limitations with groups, subgroups, socially constructed artifacts, and contextual factors. There was potential benefit in reviewing different frameworks to provide a better understanding of social interaction using collaboration, knowledge management, and technology for the development of strategic intelligence. Organizational leaders interested in strategic intelligence from an individual and collaborative decision-making perspective are able to use the analytic hierarchy process (AHP) to understand dynamic decision making and the creation of new knowledge in management controls, and a wider range of cultural controls and assimilation of management control systems (MCS). The purpose of this quantitative, quasi-experimental study was to investigate the innovative notion of facilitating strategic thinking, a holistically focused approach that simulates organizational leadership of Army personnel, using AHP incorporated in Decision Lens, a web-based decision support system (DSS) tool. Data collection using purposive sampling of participants who represent the target population of Army senior-level employees who leverage the leadership philosophy and personality qualities of the strategic intelligence model (foresight, visioning, systems thinking, partnering, and motivating and empowering) contributed to the analysis of cross-Army relationships and responsibilities while examining individual and group decisions. Decision Lens provided quantitative calculations from participants including descriptive, correlation, and regression statistics. Study limitations included the initial testing of a new hybrid model created for this study. Results of this study yielded an alternative association between innovation and collaboration associated with organic innovative culture. Understanding how business intelligence can aid in the sustainment and generation of new knowledge is beneficial to the successful assimilation of MCS.