Delineating Strategic Decisions from Strategy Making

Szendrey, Jaszmina (2023) Delineating Strategic Decisions from Strategy Making, TAF, Glasgow, United Kingdom

DOI: 10.13140/RG.2.2.17108.88968
License: CC BY-NC 4.0

When researching decision modelling in organizations, three levels are generally recognized, i.e. operational, tactical/managerial and strategic. A significant part of the literature on strategic level decisions is about strategy making. The purpose of this paper is to emphasize that strategic decisions must be separated from strategy making, as they require the development of different decision-support technologies. Strategy making is concerned with identifying strategic goals and high-level but fuzzy description of ways to achieve the ‘big picture’. While strategic decisions are defined as ‘big decisions’ concerned with the internal issues of the organization as much as with the external business environment. They imply major resource implications, long-term consequences and may set precedents or result in mistakes that cannot be easily rectified. They deal with issues that do have strategic implications, however, they do not directly change the ‘big picture’ of the organization.

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