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Volume :27 Issue : 103 2001      Add To Cart                                                                    Download

TOP LEVEL MANAGER’S PERSPECTIVE OF THE CHARACTERISTICS OF STRATEGIC DECISION-MAKING PROCESS IN LARGE SAUDI FIRMS

Auther : Dr. Nadya Habib Ayoub

 

The purpose of this study was to concentrate on some strategic investment decisions that are made in large Saudi firms, which influence its short-term and long-term performance, and then to investigate the relationship between the process for making these strategic decisions and some internal and external factors that are supposed to influence this process.

To do so, first, the study was to concentrate on some five-dimensional framework to analyze the process through which strategic investment decisions are taken.  These dimensions are comprehensiveness/rationality, politicization, (dessession), and conflict in decision-making, bilateral communication and decentralization in decision-making.  Second, it examined the relationship between the strategic decision making process and the firm’s industry, the age of top level managers, their level of education and work experience. Third, it examined the relationship between the process dimensions and the characteristics of:

 (1)  the firms’ external environment,

(2)  the firms’ internal environment,

(3)  firms’ size,

(4)  top management characteristics, and

(5)  specific decision characteristics.

A self administered questionnaire was designed for the purpose of this study and distributed randomly to three (30 top level managers in 100 Saudi large firms in the central area of the kingdom.  A total of (106) responses from (51) large firms were used for data analysis.  Statistical analysis revealed that:

 1.  The strategic decision making process differ according to the type of Firm industry, the age of top level managers, their level of education and level of work experience.

 2.  The strategic decision making process was shaped by multiple factors in all categories.

 3.  The decision specific characteristics appeared to have the strongest relationship to the strategic decision making process.

 4.  The firms’ internal characteristics which include the use of formal planning systems and the firms’ performance were the second important factor relating to the strategic decision making process.

 5.  The environment’s heterogeneity was found to be the third factor relating to the strategic decision making process.

 6.  Top level manager’s personal characteristics incorporated in this study need for achievement and risk attitude were found to be the fourth factor relating to strategic decision making process in addition to the influence of the firms’ size.  Finally, implications and recommendations for future studies were made.

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