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How are important decisions made? What influences such decisions - their complexity, the ease with which they can be made, or the political dimension? The more strategic the decision, the more complex the decision making becomes. This book analyzes how that game is played at the top of big organizations - in the private and public sectors. Based on ten years of research at Bradford Management Centre, this book features the results and experience of 150 case studies. Its wide coverage takes in subjects as diverse as the differences between decisions about new products and new technology, personnel and reorganization, and which kinds of outside interest, for example, government, trade unions, exert influence.
Miller et al. (Tue,) studied this question.