Strategy and what it means to be strategic : redefining strategic, operational, and tactical decisions

Purpose: The confusion over what counts as “strategic” is widely acknowledged to be a problem for both research and practice. The paper aims to develop a robust definition of “strategic decisions” and a classifying tool that distinguishes them from grand tactical, tactical, and other organizational decisions. Design/methodology/approach: An extensive literature review focused on the leading journals is carried out. Articles having “strategic decision” in the abstract are retrieved from EBSCO Host and ProQuest One Academic databases. Definitions of “strategic decisions” are critically assessed and classified to form the trigger and basis of the development of new definition. Findings: The literature review identifies five approaches by which strategic decisions are defined, and their limitations are exposed. The proposed definitions of “strategic,” grand tactical, and tactical decisions, and the novel classification tree, used to distinguish those decisions, are shown to be more accurate and robust than those previously offered in the literature. Originality/value: New definitions of “strategic,” grand tactical, and tactical decisions are offered; and a new classifying tool is developed.