ABSTRACT
This chapter presents the findings based on the analysis of the data collected at Wool Yarn Manufacturer (WYM). WYM constantly researches new market trends and opportunities, and makes sure that at least twice a year the general manager and the product development manager visit overseas clients. Decision-making construct encapsulates the theoretical concepts of organizational learning, problemistic search, uncertainty avoidance and resolution of conflict. When these concepts are linked to the product creation concepts of real-time market research and multiple collaborations there is indicative evidence that the case study organization constantly enriches its knowledge and learns from internal or external to the company feedback mechanisms. Speed to market is a key performance indicator for the business measured each week during the production meetings. The concept of strategic flexibility has the most text references within the central strategy activities. The findings around the decision-making concepts indicate that there is a great deal of organizational learning occurring in the case study organization.
