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Many management scholars believe that the process used to make strategic decisions affects the quality of those decisions. Several authors, however, have observed a lack of research on the strategic decision making processes. Empirical tests of factors that have been hypothesized to affect the way strategic decisions are made are notably absent. This paper reports the results of a survey that attempts to assess the effects of decision making circumstances. It will focus mainly on the approaches applied and the managerial skills and decision making roles the decision makers built on during concrete strategic decision making processes.
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