Strategic Decisions

  • Vassilis Papadakis
  • Patrick Barwise

Table of contents

  1. Front Matter
    Pages i-viii
  2. Introduction and Background

    1. Vassilis Papadakis, Patrick Barwise
      Pages 1-15
  3. The Process of Strategic Decisions

  4. How the Context Affects the Process

  5. How the Context and/or the Process Affect the Outcomes

    1. Mark P. Sharfman, James W. Dean Jr.
      Pages 179-203
    2. Nandini Rajagopalan, Abdul Rasheed, Deepak K. Datta, Gretchen M. Spreitzer
      Pages 229-249
  6. Discussion and Implications

    1. Kathleen M. Eisenhardt
      Pages 251-257
    2. Catherine A. Maritan, Dan E. Schendel
      Pages 259-266
    3. Vassilis Papadakis, Patrick Barwise
      Pages 267-287
    4. Vassilis Papadakis, Patrick Barwise
      Pages 289-302
  7. Back Matter
    Pages 303-319

About this book


Over the past ten years, there has been growing interest in the process of strategic decision-making among both managers and researchers. Strategic decisions are important for five main reasons: They are large-scale, risky and hard to reverse; they are a bridge between deliberate and emerging strategies; they can be a major source of organizational learning; they play an important part in the development of individual managers and they cut accross functions and academic disciplines. Strategic Decisions summarizes the current state of the art in research on strategic decision-making, with chapters prepared by leading strategy researchers. The editors also present implications for current application and proposed directions for future research.


Top Management conflict development management strategy

Editors and affiliations

  • Vassilis Papadakis
    • 1
  • Patrick Barwise
    • 1
  1. 1.London Business SchoolUK

Bibliographic information