Empirically derived models of strategic decision‐making processes

Paul Shrivastava, John H. Grant

Research output: Contribution to journalArticlepeer-review

141 Scopus citations

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.

Original languageEnglish (US)
Pages (from-to)97-113
Number of pages17
JournalStrategic Management Journal
Volume6
Issue number2
DOIs
StatePublished - Jan 1 1985

All Science Journal Classification (ASJC) codes

  • Business and International Management
  • Strategy and Management

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