Correction to “Decision Comprehensiveness and Corporate Entrepreneurship: The Moderating Role of Managerial Uncertainty Preferences and Environmental Dynamism”

Heavey, C., Simsek, Z., Roche, F. and Kelly, A. (2009). ‘Decision comprehensiveness and corporate entrepreneurship: the moderating role of managerial uncertainty preferences and environmental dynamism’. Journal of Management Studies, 46, 1289–1314. 10.1111/j.1467-6486.2009.00858.x

On page 1291, paragraph 1, we correct the following sentences to incorporate missing citations:

…. one in which decision-makers consider alternatives and view strategy as loosely coupled (see also, Atuahene-Gima and Li, 2004; Priem et al., 1995).

…. in which a set of objective criteria are used to evaluate alternatives which decision-makers initiate in response to current problems and future opportunities (Hitt and Tyler, 1991; Miller et al., 1998).

On page 1296, paragraph 2, we correct the following sentence to incorporate the missing citation:

As discussed, comprehensiveness leads to a more “thorough and critical analysis of wide-ranging information”, and therefore increases the likelihood that risks and costs associated with the pursuit of CE will be made “explicit and salient” (Hendron and Fredrickson, 2006, K2).

On page 1300, we include missing citations:

…. because as long as firm performance meets a minimal acceptable level, managers may be little concerned with pursuing new initiatives (Dutton and Duncan, 1987; Gordon, Stewart Jr., Sweo and Luker, 2000).

…. perpetuating established modes of operating (Nelson and Winter, 1982; Gordon et al., 2000).

…. which has been associated with inertia, difficulty in processing information related to changing resources (Baker and Cullen, 1993)

On page 1305, paragraph 3, we correct the following sentence to incorporate the missing citation:

These decision-makers might believe they possess “valuable personal insights or understanding of their strategic situations and available alternatives,” such that they will not feel the need to exhaustively gather and analyse decision alternatives (Hiller and Hambrick, 2005, p. 309).

On page 1306, paragraph 3, we correct the following sentence to include the missing citation and correct page number:

Common method bias is unlikely to result in significant interaction effects or distort such effects (Atuahene-Gima and Li, 2004), for ‘artifactual interactions cannot be created; true interactions can be attenuated’ (Evans, 1985, p. 305).

On page 1312, we correct the bibliography to include the following references:

Baker, D. D., and Cullen, J. B. 1993. Administrative reorganization and configurational context: The contingent effects of age, size, and change in size. Academy if Management Journal, 36, 6, 1251–1277.

Gordon, S. S., Stewart Jr., W. H., Sweo, R., and Luker, W. A. 2000. Convergence versus strategic reorientation: The antecedents of fast-paced organizational change. Journal of Management, 26, 5, 911–945.

Hendron, M. G. and Fredrickson, J. W. (2006). ‘The effect of strategic decision process and information source on strategy content’. Academy of Management Annual Meeting Proceedings, 2006, K1-K6.

Hiller, H. J. and Hambrick, D. C. (2005). ‘Conceptualizing executive hubris: The role of (hyper) core self-evaluations in strategic decision-making’. Strategic Management Journal, 26, 297–319.

Hitt, M. A. and Tyler, B. B. (1991). ‘Strategic decision models: Integrating different perspectives’. Strategic Management Journal, 12, 327–351.

We apologize for these omissions, and regret any inconvenience caused.