| dc.contributor.author | Ahmed, Anwar Hood | |
| dc.contributor.author | Bwisa, Henry | |
| dc.contributor.author | Otieno, Romanus Odhiambo | |
| dc.contributor.author | Karanja, Kabare | |
| dc.date.accessioned | 2018-11-21T15:56:41Z | |
| dc.date.accessioned | 2020-02-07T08:38:20Z | |
| dc.date.available | 2018-11-21T15:56:41Z | |
| dc.date.available | 2020-02-07T08:38:20Z | |
| dc.date.issued | 2014 | |
| dc.identifier.citation | Ahmed, A. H., Bwisa, H., Otieno, R., & Karanja, K. (2014). Strategic decision making: process, models, and theories. Business Management and Strategy, 5(1), 78-104. | en_US |
| dc.identifier.uri | http://repository.must.ac.ke/handle/123456789/1232 | |
| dc.description.abstract | The theories and models underpinning strategic decision-making (SDM) are somewhat eclectic that demand multidisciplinary approach and appears non-differential from decision-making (DM) theories. This paper is a first attempt that puts the discipline into perspective of its coherent whole. We start by defining strategy and SDM in order to set the expectations for the rest of the paper. Next, we make an outline on the contribution of management science (MS) to SDM before establishing the relationship with MS and its application to micro, small, and medium enterprises (MSMEs). Subsequently, we make a
discussion on the SDM process, SDM theories and models before concluding that the discipline has reached maturity. | en_US |
| dc.language.iso | en | en_US |
| dc.publisher | Business Management and Strategy | en_US |
| dc.subject | Strategic Decision Making, Decision Making, Management Science, MSMEs | en_US |
| dc.title | Strategic decision making: process, models, and theories | en_US |
| dc.type | Article | en_US |
