Decision-Making At The Top Of Organizations

Abstract

Strategic decision-making processes at the top of organizations are examined. Research is reviewed on types of process movement, on the matters under decision, the problems raised, the interests implicated, the rules of the game, and its outcomes and implementation. Methodology is found to have gone through a conventional sequence of development from the small-scale intensive study to the large-scale extensive study, the latter very recently. Methodology has been catching up with theory, which has long been well developed. There are three main theories, overlapping and complementary—the incrementalism theory, the garbage-can theory, and the dual rationality theory. Five areas for further research are indicated.

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