ABSTRACT
The study of strategic decision-making in organizations has given rise to a large body of theory and research. There are substantive reasons for this; strategic decisions affect not only the organizations in which they are taken, but have potential effects for large segments of society (Colignon and Cray, 1980). Strategic decisions also offer a research site for considering important theoretical questions regarding the way that individuals and organizations seek out and process infor mation in situations of uncertainty (Zeleny, 1982). Because such decisions often carry high stakes for those involved, political processes which may otherwise be hidden are brought to the fore. The combination of substantive weight and theoretical interest has provided ample incentive for researchers to examine closely the processes by which organizations arrive at strategic decisions.
