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CLIPPINGS

CLIPPINGS Our day is filled with decisions that affect our ability to manage and to reach organizational objectives. Not all decisions, however, are equal. The most common decisions are tactical, not strategic, although the two are often confused. One view is that tactical decisions do not require much deliberation or rigorous analysis. The options are relatively limited, the criteria and limits are fairly well understood, there's often a lot of precedent, and the consequences of a wrong decision are not earthshattering. While this is often true, such a definition can lead to confusion. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Journal of Business Strategy Emerald Publishing

CLIPPINGS

Journal of Business Strategy , Volume 15 (4): 4 – Apr 1, 1994
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Publisher
Emerald Publishing
Copyright
Copyright © Emerald Group Publishing Limited
ISSN
0275-6668
DOI
10.1108/eb039640
Publisher site
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Abstract

Our day is filled with decisions that affect our ability to manage and to reach organizational objectives. Not all decisions, however, are equal. The most common decisions are tactical, not strategic, although the two are often confused. One view is that tactical decisions do not require much deliberation or rigorous analysis. The options are relatively limited, the criteria and limits are fairly well understood, there's often a lot of precedent, and the consequences of a wrong decision are not earthshattering. While this is often true, such a definition can lead to confusion.

Journal

Journal of Business Strategy – Emerald Publishing

Published: Apr 1, 1994

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