Managers’ strategic decision processes in large organizations

In this study we investigated how managers make strategical decisions in complex, dynamic, and real-time environments and in different decision domains. The managers we interviewed were usually ‘in charge’ of the tasks. Our results show that the informants in the decision processes communicated with other persons, within and outside the organization, about the decision alternative/s and that these communications contributed to the construction of the decision alternatives. In addition, more than a quarter of our informants thought that selling-in (our translation of the Swedish word “förankring”) was the most difficult part of the decision process.