Empirically derived models of strategic decision-making processes

Abstract

This paper reports on an empirical study of strategic decision-making processes and organizational learning in 32 business organizations facing complex environments. The decision processes were found to vary in four prototypical patterns described here as the strategic decision-making models. These models are proposed as an initial step towards the development of a taxonomy of strategic decision processes. The relationships between strategic decision-making models and organizational learning systems that support them are explored. These models may help researchers to conceptualize and practitioners to manage strategy formulation processes in organizations.