Purpose – Strategy process research has made considerable progress over the last 20 years and has produced a vast body of literature. This valuable contribution, however, has not adequately examined the relationships between the characteristics of the strategy process. This study aims to fill this gap by providing evidence on the relationships between the characteristics of the process of making strategic decisions (SDs) in a new setting. Design/methodology/approach – The study uses quantitative and qualitative methods. Findings – Based on quantitative and qualitative evidence from a sample of Egyptian companies, it was found that decision makers could be simultaneously rational, political and/or intuitive. Research limitations/implications – The study recommends further research to develop new constructs of the SD making process the way in which the multi‐dimensional nature of this organic process can be considered. Practical implications – The SD making process can be multi‐dimensional Originality/value – The paper examines the relationships between the characteristics of the strategy process. It provides evidence on the relationships between the characteristics of the process of making strategic decisions (SDs) in a new setting.
Management Decision – Emerald Publishing
Published: May 2, 2008
Keywords: Egypt; Intuition; Behaviour; Corporate strategy; Decision making
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