Positing organizational size and prevailing technology as two primary determinants of uncertainty, eight factors of strategic choice were rated by 61 CEOs in terms of their influence on the uncertainty surrounding successfully implemented strategic choices. Technology was found to be a more...

This article posits a paradigm of levels of success for strategic decision outcomes. A high level of strategic decision success is normally preceded by a positive strategic gap in which the strengths of the organization clearly outweigh its weaknesses. Three comprehensive cases are set forth as...

Management decision constitutes the most important thing that managers do. Given the significance and complexity of this activity, one would expect to find a literature in which there is general agreement as to its defining characteristics and dimensions. Such is not the case. Much writing that...

Takes the view that managerial decisions are made in a diversity of organizational settings which can best be explained and evaluated in the context of conceptual interdisciplinary decision‐making models, and that such models constitute an appropriate vehicle for explaining the eclectic...

Introduces and delineates the concept of strategic planning maturities. It thus represents a small addition to the total body of knowledge underlying the strategic planning process. Uses a conceptual model to explicate the dynamic interrelationship between planning horizons and strategic...

Conceptualizes a paradigm for strategic decision success that is based on a formal, managerial decision‐making process, advanced as part of a set of managerial attitudes towards the process and towards the decision itself. The resultant typology of strategic decisions is related to four sets...

Posits that a process perspective on strategic decision making is more likely to yield a successful outcome. Conceives the strategic decision‐making process as a composite of the concept of strategic gap and the managerial decision‐making process. Presents six examples of real‐world...

Presents and compares two contrasting managerial attitudes towards strategic decisions. The first attitude is called maximizing behaviour, and it is founded on a set of assumptions that are unattainable in real‐world decision making. The use of this attitude invariably results in a failed...