Strategic Decision-Making in High Velocity Environments: A case study assessment of Amlogy GmbH in the Augmented Reality Industry

Abstract

Over the past two decades, several perspectives and researches have emerged on the importance of strategic decision making for a firm’s survival when operating in a fast changing and highly competitive environment. Many notable scholars of decision making have focused their efforts on large corporations in stable environments such as (Quinn 1980; Mintzberg and Waters 1982). However, the constraints faced by business firms in high velocity environments are different. Such environments put a premium on high quality, fast, and innovative decisions. (Eisenhardt and Zabracki, 1992) made a review of strategic decision-making literature and recommended a future research agenda that sees strategic-decision-making closer to mainstream strategy. (Wirtz et. al, 2007) also provides a context of high-velocity environments, in which demand, competition and technology are constantly changing. Despite vast research, there has been little empirical research on how strategic decisions in such environments influence performance within newly emerging sectors, such as in the Mixed Reality landscape. Previous research has been targeted at sectors such as the microcomputer industry but non at the time of writing this paper have assessed the literature and theories within the Augmented reality industry. This research therefore seeks to contribute to the academic and managerial discussion of strategy in high-velocity environments by using a case study approach of a company operating in the Augmented Reality field (Amlogy GmbH), and undergoing a review of existing literature to provide recommendations for thriving in the emerging technology environment.