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American Behavioral Scientist
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How Organizations Can Overbalance

Decision Overreach as a Reason for Failure

DAVID C. WILSON

Aston University Business School, Birmingham, England

DAVID J. HICKSON

Bradford University Management Centre, England

SUSAN MILLER

Durham University Business School, England

A special case of the big bad decision is identified. It is called decision overreach. Two separate elements constitute overreach, namely, disproportionality and irreversibility. Four conditions seem to dispose managers to take decisions that are disproportionate and irreversible. These are small size of firm, relatively short duration of decision process, a lack of foresight, and overfamiliarity with products and markets. The data are drawn from U.K. manufacturing organizations.

American Behavioral Scientist, Vol. 39, No. 8, 995-1010 (1996)
DOI: 10.1177/0002764296039008005
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