01334pab a2200181 454500008004000000100001800040245002900058260000900087300001300096362000800109520084400117650002000961773003400981908000601015909001001021999001701031952010401048180718b2002   xxu||||| |||| 00| 0 eng d  aNutt, Paul C.  aMaking strategic choices  c2002  ap.67-96.  aJan  aJ.D. Thompson's model of strategic choice selects a decision approach according to the demands of the decision task.  This paper reports on an investigation of the value of the prescriptions in this model.  Using strategic decisions made in the United States and Canada, the frequency of use and success realized when analysis, judgement, bargaining, and inspiration were used to make strategic choices were identified.  Decisions that followed the prescriptions, such as using analysis when called for, were more apt to be successful.  Decisions that did not follow the prescriptions were must less successful and were noted in nearly six of ten strategic decisions.  Unsuccessful decisions that were mismatched to the decision task are explored to uncover what went wrong and discover ways to improve the chance of success. - Reproduced.  aDecision making  aJournal of Management Studies  aN  a54026  c54026d54026  00104070aIIPAbIIPAd2018-07-19hVolume no: 39, Issue no: 1pAR54471r2018-07-19w2018-07-19yAR