Holistic Decision Making and Long Term Firm Performance

Miguel Angel Ariño (First Author), S. Ramakrishna Velamuri (Participant Author), Juan Carlos Vazquez-Dodero (Participant Author)

Research output: Contribution to journalJournal


We propose a holistic managerial decision making framework that encourages managers to take into consideration the three impact dimensions of any decision involving interactions with stakeholders, internal or external. The impact dimensions are: a) effectiveness; b) operative learning, and c) relational learning. We submit that an organization whose managers systematically take these three impact dimensions into consideration in their decision making is more likely to achieve superior long-term performance. We discuss the implications of our framework for researchers, practitioners and educators.
Original languageEnglish
Pages (from-to)101-104
JournalRotman Magazine
Issue numberWinter
Publication statusPublished - 2008

Corresponding author email



  • Decision making
  • holistic
  • leadership
  • long term performance
  • stakeholders
  • strategic capabilities


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